When you expect an opponent to be competitive, your confidence in the outcomes you can achieve is likely to plummet. In research with Adam Galinsky of Northwestern’s Kellogg School of Management, negotiators were provided with some background about their opponent including background information on how competitive their opponent has been in previous negotiations. This information was bogus; it didn’t necessarily describe the opponent accurately but the information still impacted negotiators performance.
The following items are tagged Manage Conflict.
Courses and Training
Turn disputes into deals. Transform deals into better deals. Resolve intractable problems. Negotiating effectively requires the ability to change the game – moving away from conflict and toward collaboration. In this intensive, interactive program, you acquire a proven framework for maximizing the value of your negotiation, whether you are behind the bargaining table with a client or across the table with an opposing party.
Engaged with a professional group of peers, you will participate in discussions and simulations that cover a range of complex scenarios ranging from intellectual property, pricing, and licensing negotiations to international, domestic, public, and private disputes. You will refine your negotiation skills and leave with a set of strategies that you can use to deal with difficult negotiation behaviors and hard-bargaining tactics.
Join us September 15-17, October 27-29, or December 7-9 for this three-day negotiation seminar at the Charles Hotel in Cambridge, Massachusetts.
During his years as George H.W. Bush’s Secretary of State, one of James A. Baker, III’s, goals was to encourage the free-market reforms that Communist Party of the Soviet Union General Secretary Mikhail Gorbachev had launched in the late 1980s. One day during his tenure, a high-level Bush Administration commented in the press that Gorbachev’s efforts were sure to fail. Baker called Bush to complain.
“I said, you can’t have other people pontificating about these major foreign policy matters when this is one of our goals, and it’s totally contrary to our policy,” he said. “So they cut the knees off of this particular individual, and we didn’t hear that anymore.”
Courses and Training
Whether you’re a vice president, litigator, manager, or transactional attorney, negotiation is central to nearly every professional activity. Systematic and thorough preparation, as well as an ability to manage shared, different, and conflicting interests, is critical to success.
Designed to address the core issues that you experience as you negotiate on behalf of your clients, organizations, or yourself, this intensive two-day program provides a theoretical framework for thinking about business and legal negotiations. You will address distinct challenges faced by lawyers and professionals – ranging from multi-party, complex negotiations to situations involving difficult people and behaviors – and acquire proven strategies for overcoming them.
Join us April 15-18, May 20-23, or June 17-20 for this three-day negotiation seminar at the Charles Hotel in Cambridge, Massachusetts. Designed to accelerate your negotiation capabilities, Negotiation and Leadership (formerly known as the Program on Negotiation for Senior Executives) examines core decision-making challenges, analyzes complex negotiation scenarios, and provides a range of competitive and cooperative negotiation strategies.
The experts and editors from Harvard’s Program on Negotiation offer a sampling of advice from past issues of Negotiation to help
you learn to foster relationships by building rapport, manage conflict in long-term relationships and negotiate business decisions with family members.