The following items are tagged Max Bazerman.
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
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
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.
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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
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
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) and over 200 research articles and chapters.
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.
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. Yet the fact remains that most negotiators are overconfident about their chances of reaching agreement. A common cognitive bias, overconfidence causes us to have unrealistically high expectations of success, in negotiation and in many other aspects of life.
You’ve found a beautiful condo that you’d like to call your own. You conduct a thorough assess¬ment of its value and identify several other ap¬pealing properties in the same neighborhood and price range. Believing you’ve found the magic bid, you phone your real-estate agent.
In the business world, why is competition so often the norm, while cooperation seems like an impossible goal? One of the most destructive assumptions we bring to negotiations is the assumption that the pie of resources is fixed. The mythical-fixed-pie mindset leads us to interpret most competitive situations as purely win-lose.
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