HARVARD BUSINESS SCHOOL (2267)
Kevin P. Mohan
This advanced negotiation course includes both negotiation simulations and analysis of actual corporate deals. In the first part of the course, students will participate in complex negotiation simulations and debrief their results in class. In the second part of the course, student teams will research and analyze real world
“What a small world” is an oft heard phrase used to describe anything from running into a friend far from home to discovering a group that shares your particular interests. In the first instance, the phrase conveys a sense of proximity that is paradoxical given the world and, in the second it denotes a social niche, a specialized group with shared interests. In both cases, the technology increasingly serves to tie people together, overcoming the barriers of physical distance and obscurity. William Ury, in his piece “Stay Open” for LifeByMe.com, advises us to be both resilient and present when faced with complexity.
Professor Ury explains that avoidance is one of the most common techniques people use to delay discussing a difficult issue. Rather than tackling the issue head-on, we often retreat back into the comfort of the shadows while our problem lingers and negatively affects our relations with our counterpart. To avoid this, William Ury tells us to move towards the issue, or , as he writes, “Paradoxically as I engage with a problem, getting closer to the issue, I feel safer and my heart feels lighter, because I know I’m not stepping aside from the issue, but am moving toward the cutting edge.”
Adapted from “When You’re Stuck in the Middle,” by Susan Hackley (Managing Director, Program on Negotiation), first published in the Negotiation newsletter.
At a company in a Midwestern city, employees were divided into two camps: those loyal to the founder and his vision of a mom-and-pop business with a dozen regional stores, and those aligned with
“The Program on Negotiation at Harvard Law School is a renowned source of expertise in the field,” reported the Boston Globe today in its story, “Iraq latest crucible for Harvard mediation.” Reporting on the work done by conflict resolution professionals at Conflict Management Group in Cambridge, Massachusetts, the report notes that “The blood not spilled
This report reveals how wise negotiators extract unexpected value using an indirect approach to conflict management. An aggressive management style can set you up for repeated failure. Direct conflict management approaches can be overly combative and counter-productive. Experienced negotiators know that compromise seldom succeeds. Win/lose is really lose/lose. The best negotiation strategy results in a deal that works for all parties.