The following items are tagged ethics.
Robert Mnookin (Samuel Williston Professor of Law; Harvard Law School; Chair, Program on Negotiation at Harvard Law School; author of “Bargaining with the Devil”; co-author of “Beyond Winning”)
What factors determine whether you should negotiate? What things influence the bargaining process? Should you negotiate with your “enemy”? If so, how? In this piece, Robert Mnookin draws
Nir Eisikovits (director of Suffolk University’s Graduate Program in Ethics and Public Policy) and Ehud Eiran (associate at the Belfer Center for Science and International Affairs at Harvard’s Kennedy School)
“Once Israelis and Palestinians start talking to each other again, all parties may need to find a new way of thinking about what these fragile negotiations
Adapted from “When Self-Interest is Sabotage,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
Researchers Frederick G. Banting and John Macleod were jointly awarded the Nobel Prize in 1923 for their partnership in the discovery of insulin. After receiving the prize, Banting publicly contended that Macleod, the head of their
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
In this Special Report, we offer expert advice from the Negotiation newsletter to help you in international negotiations. You will learn to:
▶ Cope with culture clashes.
▶ Weigh culture against other important factors.
▶ Prepare for possible cultural barriers.
▶ Deal with translators.
▶ Avoid ethical stereotypes.
▶ Consider the team approach.
To download the report, click here or on the
In this Special Report, we offer expert advice from the ‘Negotiation’ newsletter to help you in international negotiations. You will learn to cope with culture clashes, weigh culture against other important factors, prepare for possible cultural barriers and much more.
Adapted from “Negotiators: Guard Against Ethical Lapses,” first published in the Negotiation newsletter.
During the past couple of years, a number of scandalous stories involving unethical behavior made headlines: Countrywide’s and AIG’s risky business practices, trader Bernard Madoff’s Ponzi scheme, and former Illinois governor Rod Blagojevich’s alleged attempt to sell a U.S. Senate seat. As instances
Francesca Gino, Don A. Moore, and Max Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School)
Managers unknowingly promote unethical behavior in the way they issue orders to subordinates or outsource work or mishandle their priorities. The result: scandals that can cost trillions of dollars. In this article, the authors explain how leaders can
Adapted from “Negotiation, Envy, and Lies,” first published in the Negotiation newsletter.
Negotiation researchers have refuted the widespread belief that some people are honest negotiators and others are not. Rather, because people respond strongly to their environment, ethical standards often vary depending on the context. For example, many negotiators strive to tell the truth—unless they believe
Adapted from “Fair Enough? An Ethical Fitness Quiz for Negotiators,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a rustic cabin at its asking price. Now flash-forward a few years. You’ve enjoyed the place immensely but just learned that a motorcycle racetrack will be up and running
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