For the first time ever, the Program on Negotiation is offering a master-level course for negotiators. The program is highly personalized and taught by 4 negotiation experts from Harvard and MIT. If you are selected to participate, you will be assigned to small learning groups, take part in dynamic exercises with two-way feedback, work closely with faculty members to develop a strategy that addresses personal negotiation challenges, and particpate in intensive simulations.
The following items are tagged negotiation strategies.
By Lawrence Susskind
At a recent meeting at Sciences Po in Paris, scholars and practitioners from a number of countries heard about a very elaborate game in which more than 150 students played the parts of climate change negotiators from all over the world. We watched a video highlighting their intense and emotional interactions on the
This course examines core decision-making challenges, analyzes complex negotiation scenarios, and provides a range of competitive and cooperative negotiation strategies. Whether you’re an experienced executive or and up-and-coming manager – working in the private or public sector – this program will help you shape important deals, negotiate in uncertain environments, improve working relationships, claim (and create) more value, and resolve seemingly intractable disputes. In short, this three-day executive education program will prepare you to achieve better outcomes at the table, every single time.
Online learning is going through a renaissance. The Khan Academy is reaching millions with its decidedly low-tech approach while MIT and Harvard announced a very ambitious platform called edX just this month. Proponents think we can learn from the less successful efforts of the 1990s and get it right this time. On April 17th, a group of PON faculty and educators gathered to share their experiences and perspectives on what works well online, where we are falling short and what the future of online learning might look like when it comes to teaching negotiation. The panelists for the event were Lori Abrams, developer of an online-based Negotiation Strategies course at the University of Minnesota Carlson School of Management, Peter McAteer, CEO of Corporate University Xchange (CorpU) and David Fairman, Managing Director of the Consensus Building Institute (CBI). The session was facilitated by Professor Lawrence Susskind from MIT.
The Program on Negotiation, the Environmental Law Program at Harvard Law School and the Harvard Law Documentary Studio are pleased to present a screening of The Island President with post-screening discussion led by Hardy Merriman, Senior Advisor at the International Center on Nonviolent Conflict.
Sally Soprano is a distinguished soprano who is now somewhat past her prime. She has not had a lead role in two years but would like to revive her career. The Lyric Opera has a production scheduled to open in three weeks, but its lead soprano has become unavailable. Lyric’s representative has requested a meeting with Sally’s agent to discuss the possibility of hiring Sally for the production. Neither knows much about the other’s interests or alternatives. There is a wide-range of possible outcomes.
Effective negotiators seek opportunities to create value. By making tradeoffs across issues, parties can obtain greater value on the issues that are most important to them. But how can you be sure you’re making the right offer?
Victoria Husted Medvec and Adam D. Galinsky of Northwestern University argued that, in negotiations involving many issues, you can create a great deal of value by making multiple equivalent simultaneous offers or MESOs. This strategy entails identifying several proposals that you value equally and presenting them to the other side.By making multiple offers, the theory goes, you appear more flexible, collect information about the other side’s preferences based on which offer she likes best, and increase the odds of reaching agreement.
In a classic New Yorker cartoon, a dinner guest shows up for the party, hands the host a $20 bill, and announce that this was the amount he had planned to spend on a bottle of win before he ran out of time. Negotiation buffs might admire the guest for making an efficient tradeoff that saved him the effort of shopping and gave the host $20 to spend as he wished. But most people would view the guest’s behavior as highly inappropriate. Why?
On April 16, the Pulitzer Prize board announced its annual writing prizes, with two notable omissions: the board chose not to award Pulitzers in the categories of fiction and editorial writing. The reaction from the publishing industry to the Pulitzer’s fiction snub, in particular, was swift and hostile. “If I feel disappointment as a writer and indignation as a reader, I manage to get all the way to rage as a bookseller,” writes Ann Patchett, a fiction writer and bookstore owner, in a New York Times editorial.
The Pulitzer Board’s decision comes at a difficult time for the publishing industry, which has faced steadily declining book sales in recent years. And just five days before the Pulitzer announcement, the Department of Justice filed a lawsuit against five of the biggest U.S. publishers for colluding to set e-book prices. Now the industry must do without the annual boost the Pulitzer gives to the winning author and publisher – and cope with the implication that it was a miserable year for literary fiction.
On April 9, the hearts of internet entrepreneurs everywhere must have skipped a beat at the news that Facebook was paying $1 billion in cash and stock to buy Instagram, a San Francisco-based start-up.
Less than two years old, Instagram offers mobile apps that allow users to add effects to their smartphone photos and share them with friends. Though the company has no revenue and employs only about a dozen people, it has experienced a meteoric rise and enjoys an “almost cult-life following,” according to the New York Times. Its 30 million users upload more than five million photos a day, though the app was only available on Apple devices recently.