The following items are tagged Maurice E. Schweitzer.
Adapted from “What Makes Negotiators Happy?” First published in the Negotiation newsletter.
We all know that people have a strong need to compare their outcomes with those of others. So a negotiator’s mostly likely target of social comparison is her opponent, right?
Maybe not. Nathan Novemsky of the Yale School of Management and Maurice E. Schweitzer of
In all types of negotiations and across all phases of the process, people can sometimes misrepresent or fail to tell the truth. Individual negotiators lie with the hope of improving their own outcomes. When negotiating his salary with the Cranbury, N.J.–based pharmaceutical marketing firm Carter-Wallace in 1997, Robert Bonczek misrepresented his prior title and salary at DuPont. Once Carter-Wallace detected the deception, it withdrew its offer. Sometimes entire teams of negotiators lie [or was this just a bluff?]. In the union-management negotiations between the United Autoworkers Union (UAW) and Textron that began in 1994, Textron’s management team misrepresented its intention of hiring nonunion workers. As a result, the UAW agreed to a contract that it later regretted accepting.
Adapted from “Wise Negotiators Know When to Say ‘I’m Sorry’” by Maurice E. Schweitzer, Associate Professor, the Wharton School at the University of Pennsylvania.
In negotiation, it’s unavoidable: sooner or later, you’ll do or say something that offends or hurts your counterpart. Whether or not the harm you cause is intentional, you’ll need to rebuild trust
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