How can organizations capitalize on negotiation experience? Through reflective practice: the process of considering the results of each negotiation in light of initial expectations and then discussing what ought to be tried next. While each negotiator must take initiative for reflective practice, to truly learn from experience, most need continual coaching from mentors.
negotiation skills
The following items are tagged negotiation skills.
Negotiation Skills: Your Good Mood May Work Against You
Just before a meeting with her boss, Cindy peeks into his secretary’s office and whispers, “How’s his mood today?” When the secretary gives a thumbs-up, Cindy decides the time is right to ask for a big raise.
September 2012
- Deal with deceptive consumers.
- Avoid the winner’s curse.
Negotiation, Envy, and Lies in Conflict Management
In previous posts, the widespread belief that some people are honest negotiators and others are not has been shown to be inapplicable to real-world negotiations. Rather, because people respond strongly to their environment, ethical standards often vary depending on the context.
Framing the Issue: Program on Negotiation Chair Robert Mnookin Leads HLS Reading Group in Study of U.S.-Cuba Relations
Reading groups at Harvard Law School, consisting of 2Ls and 3Ls, present faculty and students with opportunities to study with one another in a less formal setting. Additionally, students are encouraged and are able to gain an in-depth knowledge of the particular reading group’s subject matter.
The Darker Side of Perspective Taking
Many negotiation experts recommend that you try to take the other party’s perspective, particularly when attempting to resolve disputes.
Recent research by Nicholas Epley of the University of Chicago and Eugene Caruso and Max Bazerman of Harvard University suggests a dark side to this generally sound negotiation advice. The researchers ran a series of experiments in which they asked participants to determine the fair division of a scarce resource. Half of the subjects (the “self-focused condition”) were asked how much would be fair for them to take. The other subjects (the “other-focused” condition) were asked to think about what would be fair for others to take and then write down how much would be fair for each party (not just themselves) to take.
Negotiations and Change Management
Negotiations and Change Management (MGMT 320)
SIMMONS COLLEGE
FALL 2012
Instructors:
Bettina Betters-Reed
617-521-2398
Patricia Deyton
617-521-3876
This course teaches interrelated concepts in negotiation, conflict, and change that are key to working effectively in teams, organizations, and partnerships, as well as advancing one’s own career. It explores everyday negotiation challenges confronting women in the workplace. Uses case
The Perils of Powerful Speech
Death to modifiers! All hail the active verb. Be succinct. These are some of Strunk and White’s commandments for simple and direct writing from The Elements of Style. They may also be effective guidelines for establishing verbal power in negotiation – though not always, it turns out.
Who’s Watching? How Onlookers Affect Team Talks: Negotiating in Front of Allies and Enemies
Imagine that you and a colleague get in an argument about the layout of a final report in front of a coworker you both like. Now suppose the same argument occurs in front of someone your colleague likes but you do not or vice versa – in front of an ally who is your colleague’s foe.
Who’s Watching? How Onlookers Affect Team Talks: Negotiating in Front of Superiors in Business Negotiations
How well will you negotiate in front of your boss? Conventional wisdom suggests that the presence of superiors motivates us to put our best foot forward and seize opportunities to make a good impression. This expectation is probably overly optimistic.
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