Back-and-forth communication designed to reach an agreement between two or more parties with some interests that are shared and others that may conflict or simply be different. Negotiation is an intrinsic part of any kind of joint action, problem solving, and dispute resolution, and may be verbal, nonverbal, explicit, implicit, direct, or through intermediaries. (Michael L. Moffitt and Robert C. Bordone, eds., Handbook of Dispute Resolution [Program on Negotiation/Jossey-Bass, 2005], 279)
The following items are tagged Negotiation Skills.
Adapted from “Learning to Learn,” first published in the Negotiation newsletter.
Learning about a concept or technique is one thing. Actually putting new knowledge to work is quite another. The gap between “knowing” and “doing” is a challenge for managers who want to hone their effectiveness, whether through formal training or private reflection on their experience.
Adapted from “Negotiators: Guard Against Ethical Lapses,” first published in the Negotiation newsletter.
During the past couple of years, a number of scandalous stories involving unethical behavior made headlines: Countrywide’s and AIG’s risky business practices, trader Bernard Madoff’s Ponzi scheme, and former Illinois governor Rod Blagojevich’s alleged attempt to sell a U.S. Senate seat. As instances
Adapted from “Do the Numbers Get in Your Way?” by Brian J. Hall (professor, Harvard Business School) and P. Trent Staats (vice president, Verenium Corp.), first published in the Negotiation newsletter.
Consider the customer support center that sought to increase the number of calls it could process per hour without increasing its capacity. When the call
Wage a “negotiation campaign”
Balance trust and cynicism
Giving thanks and expressing anger
Dear Negotiation Coach: What are the pros and cons of kicking the negotiation upstairs to my boss?
Adapted from “How to Win an Auction—and Avoid the Sinking Feeling that You Overbid,” first published in the Negotiation newsletter.
Imagine that at the beginning of class, a professor produces a jar full of coins and announces that he is auctioning it off. Students can write down a bid, he explains, and the highest bidder will
Negotiating a values-based dispute
Finding the right voice
Resolving technology-related workplace conflicts
Dear Negotiation Coach: How can I close the deal in a timely manner?
Adapted from “Negotiation, Envy, and Lies,” first published in the Negotiation newsletter.
Negotiation researchers have refuted the widespread belief that some people are honest negotiators and others are not. Rather, because people respond strongly to their environment, ethical standards often vary depending on the context. For example, many negotiators strive to tell the truth—unless they believe
Adapted from “When They Slice the Deal Too Thin,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Suppose that, after months of negotiation, you reach a detailed agreement with a customer and shake hands. A week later, the customer’s procurement officer calls to tell you that there have to be some
Adapted from “Do a 3-D Audit of Barriers to Agreement,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter.
When talks stall, it’s tempting to jump to conclusions: “They’re being unreasonable.” “We’re not communicating well.” “We’re in a weak position.” Sometimes, however, setup barriers are to blame—that is, you don’t have
Adapted from “Does Power Corrupt in Negotiation?” First published in the Negotiation newsletter.
How does power affect negotiators? In a study of hundreds of pairs of negotiators, researchers Elizabeth A. Seeley of Amherst College and Wendi Gardner and Leigh L. Thompson of Northwestern University examined this question using a simulation called “Viking Investments” (written by Len