Adapted from “The Darker Side of Perspective Taking,” first published in the Negotiation newsletter, April 2007.

Many negotiation experts recommend that you try to take the other party’s perspective, particularly when attempting to resolve disputes. Research by Nicholas Epley of the University of Chicago and Eugene Caruso and Max Bazerman of Harvard University suggests a dark side to this seemingly sound … read more »

Adapted from “The Crucial First Five Minutes,” first published in the Negotiation newsletter, October 2007.

Your designated meeting place can have a critical impact on talks. When you don’t have a choice about where to meet, be aware that situational factors may color your judgment. For instance, the visual cues of a car lot—flashy banners, cheerful sellers, hesitant shoppers—frame a negotiation … read more »

Max H. Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School) and Dolly Chugh (Assistant Professor, Department of Management and Organizations, New York University Stern School of Business )

What causes even highly intelligent, focused professionals to miss glaring warning signs and render bad, risky or unethical decisions? In this article, the authors discuss the phenomenon of bounded awareness … read more »

Michael D. Watkins and Max H. Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School)

Leaders who don’t prepare for predictable surprises make their companies vulnerable unnecessarily. In this article, the authors outline a three-step process for recognizing, prioritizing and mobilizing for disasters that can be foreseen.

Read More … read more »

Max H. Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School) and Deepak Malhotra (Associate Professor of Business Administration, Harvard Business School)

Intuition can sabotage your negotiations without your awareness. In this article, the authors explore why we often think irrationally and reveal four practical strategies for how and when to abandon intuition in favor of a more … read more »

In an op-ed article in today’s edition of The New York Times, Max H. Bazerman, Straus Professor of Business Administration at the Harvard Business School, and Ann E. Tenbrunsel, Martin Professor of Business Ethics at the University of Notre Dame, discuss the reasons why ethical lapses occur so often in business settings.

According to Bazerman and Tenbrunsel, people are … read more »

Adapted from “Putting Negotiation Training to Work,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.

Many executives read books and newsletters to improve their negotiating skills. Many also take time out of their busy work lives to attend classes and training programs, including ones focused on negotiation. Their teachers pass on interesting concepts and war … read more »

Adapted from “Creating Values, Weighing Values,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.

In April 2001, the FTC filed a complaint accusing pharmaceutical companies Schering-Plough and Upsher-Smith of restricting trade. Upsher-Smith had been preparing to introduce a generic pharmaceutical product that would threaten a near monopoly held by Schering-Plough. Schering-Plough filed a lawsuit accusing … read more »

The Harvard Book Store
presents

“Blind Spots” with Max Bazerman
Date: Monday, April 18, 2011
Time: 7:00 PM
Location: 1256 Massachusetts Avenue, Cambridge
See Event Details Online: http://www.harvard.com/event/max_h._bazerman/
About the Book:
When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In “Blind Spots,” Max Bazerman and co-author, … read more »

Adapted from “Three Keys to Navigating Multiparty Negotiation,” by Elizabeth A. Mannix (professor, Cornell University), first published in the Negotiation newsletter.

Multiparty negotiations—in which more than two people are bargaining on behalf of themselves or others—create many opportunities to generate value. As the number of people at the table increases, so does the potential to make wise tradeoffs across multiple issues. … read more »