The following items are tagged gender.
Adapted from “What Happens When Women Don’t Ask,” first published in the Negotiation newsletter, June 2008.
Some negotiation research has found that men generally initiate negotiations to advance their own interests much more often than women do. Yet researchers also have identified certain contexts in which women routinely negotiate and achieve outcomes that match or exceed
Recent research by Harvard professors Iris Bohnet and Kathleen McGinn, and Harvard Business school doctoral student Pinar Fletcher, explores the relationship between gender, competitiveness and cooperation.
In this HBS Working Knowledge article, Bohnet and McGinn discuss the results of their work.
Read the article here.
Kessely Hong is an Adjunct Lecturer at the Harvard Kennedy School. In her research, she examines how gender and other status differences influence trust, stereotypes, and partisan perceptions in negotiations. Kessely teaches the “Introduction to Negotiation Analysis” course at HKS, and also teaches about negotiation in the Senior Executive Fellows and other Executive Education Programs. As a graduate student, she won the Dean’s Award for Excellence in Student Teaching. She has been a fellow at the Women and Public Policy Program at HKS, the Program on Negotiation at HLS, and the Harvard University Native American Program. Before coming to the Kennedy School, Kessely worked for the management consulting firm McKinsey and Company and taught English in Ecuador. She earned her PhD in Public Policy and MPA from the Kennedy School, and her BA from Harvard College.
Is there a social cost for women who negotiate assertively for themselves in the workplace? Research suggests that women who negotiated higher compensation are viewed by evaluators as being more “demanding,” which leads to a disinclination to work with them in the future. In our most recent “Dear Negotiation Coach” feature in the Negotiation newsletter, Hannah Riley Bowles, associate professor at Harvard Business School, shares tips on how women can navigate around this obstacle while still obtaining the compensation they deserve.
In this video, Professor Iris Bohnet, Director of the Women and Public Policy Program and Academic Dean of the Harvard Kennedy School, discusses the “nudge” approach to closing the gender gap in the workplace. Professor Bohnet teaches negotiation skills and strategy in the Program on Negotiation for Senior Executives.
You can also read a full-length
Adapted from “Negotiating with Chameleons,” first published in the Negotiation newsletter, April 2007.
Like the title character in Woody Allen’s movie Zelig, some people smoothly adopt the manner and attitudes of those around them. Due to the lengths such chameleons go to alter their behavior, contemporary psychologists have dubbed them high “self-monitors.”
Whether you think of self-monitors
Adapted from “A Fresh Look Through the Glass Ceiling,” first published in the Negotiation newsletter.
Women are less likely to seize opportunities to negotiate than men, Linda Babcock and Sara Laschever documented in their widely-read book Women Don’t Ask. Subsequent research has indicated that, when they do negotiate on their own behalf, women ask for and
Adapted from “When Good People (Seem to) Negotiate in Bad Faith,” by Max H. Bazerman (professor, Harvard Business School), Dolly Chugh (professor, New York University), and Mahzarin R. Banaji (professor, Harvard University).
You probably can recall times when a negotiating opponent made what appeared to be a blatant misstatement. If you’re like most people, you assumed
In a podcast interview with Dan Mulhern, PON Executive Committee member Iris Bohnet talks about gender in negotiations and negotiation skills.
Iris Bohnet is a professor of Public Policy, Harvard Kennedy School of Government as well as the Faculty Chair of the Kennedy School’s Women and Public Policy Program Kennedy School of Government at Harvard University.
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Adapted from “What Divides You Can Unite You,” by Susan Hackley (managing director, Program on Negotiation), first published in the Negotiation newsletter.
When we think about negotiating with people from other cultures, we tend to think globally: how might differences in nationality or race affect our bargaining outcomes? But cultural differences can also be local, existing
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