The following items are tagged hostage negotiator.
Adapted from “What Divides You May Unite You,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter, July 2005.
Some years ago, an English property development firm had assembled most of the land outside London that it needed to build a large regional hospital. Yet a key parcel remained, and its
Adapted from “Want the Best Deal Possible? Cultivate a Cooperative Relationship,” by Catherine H. Tinsley (professor, Georgetown University) and Kathleen O’Connor (professor, Cornell University), first published in the Negotiation newsletter, December 2006.
In multi-issue negotiations, research suggests that the advantage goes to negotiators with a reputation for collaboration rather than competition. In a series of studies
When a Crisis Reaches the Breaking Point: Hostage negotiators offer invaluable lessons for those facing tense standoffs
Driving the Deal Home: : The power of public statements
When Others are Counting on You: Acting as someone’s agent
Dealing with Multiple Parties: Strategies for complex talks
Dear Negotiation Coach: “How should I cope with an old-school hard bargainer?”
Upset by a delay in the delivery of one of your products, a longtime buyer threatens to turn to the media unless you meet his extreme demands. Not only is the relationship in jeopardy, but your company’s reputation seems to be as well. What should you do?
Before you make a decision, let’s explore another realm
Hostage negotiators stress the importance of discussing the “drill”—goals, ground rules, and operating principles—with their team before beginning talks with a hostage taker.
Such negotiation teams are likely to commit to working together as slowly as needed to resolve a standoff. This type of agreement can serve to head off sudden actions from team members. It
Upset by a delay in the delivery of one of your products, a longtime buyer threatens to turn to the media unless you meet his extreme demands. Not only is the relationship in jeopardy, but your company’s reputation seems to be as well. What should you do?
Let’s explore another relm of negotiation advice for an
The following commentary by PON chair Robert Mnookin and managing director Susan Hackley appeared in the September 26, 2004 issue of the Los Angeles Times.
It is often valuable to open lines of communication with hostage-takers.
During the 1972 Olympics in Munich, Germany, 11 Israeli athletes were taken hostage by Black September Palestinians demanding the release
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