Adapted from “Is the Devil in the Details?,” first published in the Negotiation newsletter.

You’re close to a deal, but concerns linger. Some of the contract terms seem less than precise. What in the world does “reasonable best efforts” mean, for example, or “good faith”? Negotiators in this commonplace situation face a choice: push for more

Adapted from “Break Through the Tough Talk,” by Kristina A. Diekmann (University of Utah) and Ann E. Tenbrunsel (Notre Dame University), first published in the Negotiation newsletter.

You might think that cultivating a reputation as a tough bargainer might be the best way to cope with a competitive opponent. But this isn’t necessarily the best strategy.

Adapted from “How to Build Trust at the Bargaining Table,” first published in the Negotiation newsletter.

Carol’s longtime doctor diagnoses her with a serious illness and recommends immediate, aggressive treatment. Carol would like to seek a second opinion, but she doesn’t want to offend her doctor—who, after all, has always provided her with excellent care. Carol

Adapted from “Making Sense of the Unknown,” first published in the Negotiation newsletter.

IBM researchers Cynthia F. Kurtz and David J. Snowden have developed a process for building internal consensus in situations where high uncertainty exists. Facilitators lead managers in making sense of novel challenges and opportunities. A key goal is distinguishing complex cases from pure