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 “Fair Enough? An Ethical Fitness Quiz for Negotiators,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a rustic cabin at its asking price. Now flash-forward a few years. You’ve enjoyed the place immensely but just learned that a motorcycle racetrack will be up and running
Adapted from “Metaphorical Negotiation,” first published in the Negotiation newsletter.
Negotiators talk about building agreement, bluffing the opposition, and volleying offers back and forth. According to mediator Thomas Smith, careful attention to such metaphors can reveal deeper meaning beneath the explicit words that people use, notably regarding how they view the negotiation process and their relationship
Adapted from “Give a Gift that Keeps on Giving (to You),” first published in the Negotiation newsletter.
It was the kind of windfall that would make any employee feel appreciated. In October 2009, Jenna Lyons, the creative director of New York–based fashion retailer J. Crew, received a cash bonus of $1 million from her boss, J.
Change your attitude about luck
Unite a fractious team
Dear Negotiation Coach: How can I manage my emotions?
Adapted from “Rolling the Dice in Court,” first published in the Negotiation newsletter.
Going to trial, it’s said, is like rolling the dice. That proved true in June 2006, when an exasperated federal judge, the Honorable Gregory A. Presnell, ordered litigants to play a game of Rock Paper Scissors if they could not privately resolve their
Adapted from “Managing the Millennial Generation,” by Robert C. Bordone (professor, Harvard Law School) and Matthew J. Smith (lecturer, Harvard Law School), first published in the Negotiation newsletter.
DEAR NEGOTIATION COACH: Over the past few years, employees who have joined my firm directly from undergraduate and graduate programs have seemed to me like creatures from a
Adapted from “Negotiating with a 900-pound Gorilla,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
Does your company ever have to negotiate with a behemoth that dominates your market–the so-called 900-pound gorilla? Whether they’re big-box retailers with aggressive pricing strategies or well-established computer software providers, one or two companies seem
Adapted from “Promote the Positive or Minimize the Negative?” First published in the Negotiation newsletter.
Tory Higgins, a social psychologist, and his colleagues Lorraine Chen Idson and Nira Liberman have introduced the concept of regulatory focus. According to Higgins, when making decisions, people focus on either promotion or prevention. Those focused on promotion are primarily concerned
Adapted from “Better or Best: Keeping Your Options Open,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Jim, a well-regarded residential developer operating outside Philadelphia, has been scouting around for a site for his next project. Two properties seem promising. The Abbott estate consists of 75 acres of woodlands and some
Adapted from “When Tough Talk Is Beside the Point,” by Hal Movius (instructor, The Program on Technology Negotiation, Program on Negotiation, Harvard Law School), first published in the Negotiation newsletter.
Most of us intuitively believe that personality traits such as toughness matter a great deal in negotiation. Yet studies by Bruce Barry and Raymond Friedman of
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