When it comes to business negotiations, you probably understand the importance of being as principled as possible to protect your reputation and ward off legal trouble. You probably expect your counterparts to follow the straight and narrow as well. Yet negotiators often have only a fuzzy grasp of which claims and strategies are legal and
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A creative approach to breaking impasse
Suppose that you and your negotiating counterpart become deadlocked after exchanging a series of offers and counteroffers. With each of you anchored on very different positions, you can’t seem to find a solution that pleases you both.
Rather than making one offer at a time, try issuing multiple equivalent simultaneous offers, or MESOs. When you present
Dispute resolution through joint fact-finding
Sometimes parties to a dispute disagree on key facts and forecasts but lack the technical or scientific expertise needed to come to a consensus. Suppose, for instance, that a developer is seeking to build a high-rise condominium building in a village that is experiencing a development boom. Longtime residents fight the proposal, arguing that another
Is the U.S. Congress good at negotiation?
In response to recent power struggles and stand-offs in Congress, most notably House Speaker John Boehner’s dare to the Senate to not return to Washington to negotiate with House Republicans, National Journal interviewed Harvard law professor Robert C. Bordone to get his opinion on Congress’s approach to negotiation.
When asked to give his estimation of Congress’s
Negotiate your role as advisor
Whether you spend most or just a fraction of your workday advising others, it pays to reconsider how you approach your advisees, writes Tufts University professor Jeswald W. Salacuse in his book The Wise Advisor: What Every Professional Should Know About Consulting and Counseling (Praeger, 2000). When advisors and their clients clash over expectations and
Negotiator toolbox: Capitalize on differences
The problem: You and your negotiating counterpart express differing opinions about the future success, performance, or timeliness of an item or service. A homeowner might be skeptical of a contractor’s promise to complete an extensive remodeling project within six months, for instance. Differing forecasts can breed suspicion and stand in the way of agreement.
The tool:
When not to show your hand
In all your negotiations, you must calculate the risks and rewards of sharing information with your counterpart. Here, we consider four types of information that may be best kept under wraps: sensitive or privileged information, information that isn’t yours to share, information that diminishes your power, and information that may fluctuate.
Fearful of being hurt by
Understanding Diplomacy and International Negotiations
Going far beyond war and peace, international negotiation spans issues ranging from global warming to foreign debt to human rights. Offered for first time in conjunction with Negotiation and Leadership, this dynamic full-day program will explore contemporary issues in international negotiations and diplomacy. Utilizing a combination of theoretical analysis, case studies, and simulations, this program will focus on negotiating across and behind the table and provide strategies and tactics for practicing diplomacy and undertaking international negotiations.
This one-day course, which takes place June 23, 2011, is based on Professor Salacuse’s books The Global Negotiator—Making, Managing, and Mending Deals Around the World in the Twenty-First Century and the Seven Secrets for Negotiating with Government. Participants will be provided with both books at the workshop as part of the course.
Bargaining With the Devil: When to Negotiate and When to Walk Away
The Devil can be defined as anyone perceived as a harmful adversary. In this one-day course, you will learn how to decide whether to negotiate or fight with the Devils you encounter in your everyday life or whether to just walk away. The program, which is based on Professor Mnookin’s book Bargaining with the Devil and takes place June 21, 2012, teaches you how to arrive at a “wise decision” about how to deal with the Devils and avoid emotional, strategic, and political traps.
The Art of Saying No: Save the Deal, Save the Relationship, and Still Say No
How can you say “No” to customers – external or internal – who are pressing you to do something not in your organization’s interest? How can you say “No” to an overly demanding employee or a demanding boss without hurting a valuable relationship? How can you save the deal and the relationship and still say “No”?
Saying “No” the right way may be the single most valuable skill in negotiation—absolutely key to getting to “Yes”. As you will learn in this one-day course, the secret to saying “No” while protecting and advancing your core interests without compromising relationships lies in the art of a “Positive No.”
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BATNA
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- Register Now for the Program on Negotiation’s Negotiation and Dispute Resolution Seminar!
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