The following items are tagged Max Bazerman.
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
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
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.
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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 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
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
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.
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
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
Adapted from “When Good People (Seem to) Negotiate in Bad Faith,” by Max H. Bazerman (professor, Harvard Business School), Dolly Chugh (professor, New York University), and Mahzarin R. Banaji (professor, Harvard University).
You probably can recall times when a negotiating opponent made what appeared to be a blatant misstatement. If you’re like most people, you assumed
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