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 »

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 the person was lying to … 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)

Negotiations can hit a brick wall because one party wrongly assumes they understand the other side’s motivations and therefore don’t explore them further. In this article, the authors discuss five principles underlying investigative negotiation and how they … read more »

Adapted from “Being Fair and Getting What You Want,” first published in the Negotiation newsletter.

Imagine that you and your business partner agree to sell your company. You get an offer that pleases you both, so now you face the enviable task of splitting up the rewards.

Some background: Your partner put twice as many hours into the firm’s start-up as you … 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)

You don’t have to let a recalcitrant negotiator derail your progress. In this article, the authors describe strategies and tactics to overcome another party’s counterproductive behavior and keep the deal on track.

Read More … read more »

Max Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School; author of Judgment in Managerial Decision Making; co-author of Negotiation Genius and Predictable Surprises)

Setting goals has become an embedded practice in management, but does it truly produce beneficial results? In this provocative article by Max Bazerman, he and his collaborators from top business schools consider the harmful effects … read more »

Francesca Gino, Don A. Moore, and Max Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School)

Managers unknowingly promote unethical behavior in the way they issue orders to subordinates or outsource work or mishandle their priorities. The result:  scandals that can cost trillions of dollars. In this article, the authors explain how leaders can overcome their ethical limitations and … read more »

In addition to being the Straus Professor at the Harvard Business School, Max is formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation.

 Max’s research focuses on decision making, negotiation, and ethics. He is the author, co-author, or co-editor of eighteen books (including Negotiation Genius [with Deepak Malhotra ], Bantam Books, September 2007) … read more »

Deepak Malhotra is a Professor in the Negotiations, Organizations, and Markets Unit at the Harvard Business School. He teaches Negotiation in a wide variety of executive programs including the Advanced Management Program (AMP), the Owner/President Management Program (OPM), Changing the Game, Strategic Negotiation, and Families in Business. … read more »

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

How often have you heard a friend or colleague refer to a contract as being “in the bag,” only to find out later that the deal didn’t go through? There always turns out to be a good reason a negotiation fell apart. … read more »