The following items are tagged Emotions.
Amy J. C. Cuddy is an Assistant Professor in the Negotiation, Organizations & Markets Unit at the Harvard Business School. She holds a PhD in Psychology from Princeton University and BA in Psychology from the University of Colorado.
Professor Cuddy studies the origins and outcomes of how we perceive and are influenced by other people, investigating the roles of variables such as culture, emotions, nonverbal behaviors, and psychophysiological indicators.
Adapted from “Leading Horses to Water,” first published in the Negotiation newsletter.
The hardest step in negotiation is often the first. Costly lawsuits can drag on if everyone is afraid to be the first to blink. Prospective buyers and sellers can waste endless hours dancing around a possible deal. And in collective bargaining, labor and management
Adapted from “Your Own Worst Enemy?” First published in the Negotiation newsletter.
Why do some people get under our skin? Something they do or say pushes our hot buttons. Annoyance doesn’t foster productive negotiation, of course, but it’s not our fault that they’re getting on our nerves. Or is it?
Psychologists caution that when we have strong
Adapted from “Helping Your Adversary to Let Go,” first published in the Negotiation newsletter.
Why is it that so many lawsuits aren’t settled until the parties reach the courthouse steps?
Sometimes the reason is strategic: each side may be waiting for the other to blink first. Dwight Golann, a legal scholar and veteran mediator, has identified another
Adapted from “Will Your Emotions Get the Upper Hand?” first published in the Negotiation newsletter.
Angry individuals approach situations with confidence, a sense of control, and negative thoughts about others. In negotiation, these tendencies can trigger overconfidence, unrealistic optimism, and aggression, yet they buffer decision makers from indecision, risk aversion, and overanalysis, write professors Jennifer
Adapted from “Second Thoughts,” first published in the Negotiation newsletter.
“Of all sad words of tongue or pen,” wrote the poet John Greenleaf Whittier, “the saddest are these: ‘It might have been.’” Many negotiators would second that sentiment. Regret can be a powerful emotion when a deal slips through our fingers or when we kick ourselves
Adapted from “What’s It Worth to You?” by Max H. Bazerman, first published in the Negotiation newsletter.
Imagine that a beloved aunt passes away and leaves you a 50-acre parcel of Colorado land. You have often visited the area, and though you never considered owning rural property, the fact that the land has been in your
Adapted from “Emotional Strategy” by Margaret A. Neale (professor, Stanford University), first published in the Negotiation newsletter.
Most negotiations require us both to compete to claim value and to cooperate to create value. The ability to move back and forth between these two goals is a critical—and difficult—skill.
How do emotions affect value creation and claiming? Researchers
A troubled man bursts into your child’s schoolhouse. Without warning, he chases out all the boys and lines the girls up. Then he begins to shoot them one by one. For decades your people’s backs have been broken by the oppressive yoke of Apartheid. Suddenly, the tables are turned and you and your friends are
Adapted from “All in the Family: Managing Business Disputes with Relatives,” by Frank E. A. Sander (professor, Harvard Law School) and Robert C. Bordone (professor, Harvard Law School), first published in the Negotiation newsletter.
What happens when family members go into business together? In a few lucky cases, harmony and success follow without effort. More often,
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