The following items are tagged Emotions.
The Program on Negotiation and
The Harvard Mediation Program Present:
Managing emotions can be one of the most challenging aspects of mediation. This training will teach attendees how to handle these difficult situations. The training will focus on three essential skills every mediator should have in their toolkit:
Five Core Concerns
o Participants are introduced to the Five Core
In addition to being the Straus Professor at the Harvard Business School, Max is formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation. Max’s research focuses on decision making, negotiation, and ethics. He is the author, co-author, or co-editor of eighteen books (including Negotiation Genius [with Deepak Malhotra ], Bantam Books, September 2007) and over 200 research articles and chapters.
Sheila Heen is a Partner at Triad Consulting Group and a Lecturer on Law at Harvard Law School. She also teaches courses for executives and lawyers through Harvard’s Executive Education series. Through her consulting practice Sheila has worked with a wide variety of clients.
Dr. Jennifer Lerner is Professor of Public Policy and Management at the Harvard Kennedy School of Government as well as Director of the Harvard Laboratory for Decision Science. This inter-disciplinary laboratory, which she co-founded with two economists, draws primarily on psychology, economics, and neuroscience to study human judgment and decision-making.
Daniel Shapiro, Ph.D., Associate Director of the Harvard Negotiation Project, is on the faculty at Harvard Law School and in the psychiatry department at Harvard Medical School/McLean Hospital. He also has been on the faculty at the Sloan School of Management, Massachusetts Institute of Technology. Dr. Shapiro holds a doctorate in clinical psychology and specializes in the psychology of negotiation.
Michael Wheeler holds the MBA Class of 1952 Professor of Management Practice at the Harvard Business School where he teaches both Complex Negotiation and The Moral Leader, as well as a variety of executive courses. In recent years he served as faculty chair of the first year MBA program and headed the required Negotiation course.
Trying to Make a Sale? Gain an Edge by Avoiding These Common Pitfalls
Research Round-Up: Negotiation creativity, mediation, and using your emotions
Comedy of Errors: The Late Night TV Wars
How Much Should You Share?
Dear Negotiation Coach: What do I do when I have no BATNA
Imagine that you and a colleague get into an argument about the layout of a final report in front of a coworker you both like. Now suppose the same argument occurs in front of someone your colleague likes but you do not or vice versa—in front of an ally who is your colleague’s foe. As it turns out, the presence of various team members during a negotiation with another teammate may affect your negotiating ability.
Adapted from “Beyond Blame: Choosing a Mediator,” by Stephen B. Goldberg (professor, Northwestern University), first published in the Negotiation newsletter.
When a negotiation escalates into a dispute, most managers understand the value of seeking out a mediator for professional assistance with the matter. The question of whom to hire, however, is less clear-cut. What type of
Adapted from “Make the Most of Mediation,” first published in the Negotiation newsletter.
As compared with other forms of dispute resolution, mediation can have an informal, improvisational feel. Mediation can include some or all of the following six steps, writes Kimberlee K. Kovach in The Handbook of Dispute Resolution (Jossey-Bass, 2005):
1. Planning. Before mediation begins,
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