Many observers view Russian president Vladimir Putin’s decision to send Russian troops into Crimea in the wake of violence between protesters and police in Kiev and Ukrainian president Viktor Yanukovich’s abrupt departure as the first gambit in a carefully reasoned strategy.
“Putin is playing chess and I think we are playing marbles, and I don’t think it’s even close,” said Representative Mike Rogers, chairman of the House Intelligence Committee, in criticism of President Barack Obama and his administration. Arguing that Putin’s advance into Ukraine is part of a plan to strengthen Russia’s “buffer zones,” Rogers accused the Obama administration for making too many concessions to Russia and failing to respond decisively to the crisis.
National Geographic Traveller’s Ben Lerwill recently compiled a list of the best new walking trails from around the world, and the Program on Negotiation’s Abraham Path took the number 1 spot on his list of 10.
The Abraham Path is a long-distance walking trail that follows the path of the patriarch Abraham from Sanliurfa in southeastern Turkey through the countries of Syria, Jordan, Palestine and Israel.
Founded by Program on Negotiation co-founder William Ury, the Abraham Path is the result of complex long-term negotiations with various nations and groups along the route in order to establish a safe, continuous path for hikers. The project’s success may have an impact in helping foster regional economic development, engagement, and peace-building efforts. The Program on Negotiation is the intellectual and academic home of the Abraham Path.
Aggressive tactics and hard-bargaining strategies may, at face value, provide a roadmap to success at the bargaining table but, as the Washington Post’s Kelly Johnson discovered in her interview with Program on Negotiation faculty member Michael Wheeler, adaptability to ever-changing circumstances is essential for the “dynamic” negotiations one encounters in everyday life.
Join us September 15-17, October 27-29, or December 7-9 for this three-day negotiation seminar at the Charles Hotel in Cambridge, Massachusetts.
Join us as Douglas Stone and Sheila Heen of the Harvard Negotiation Project discuss their latest book, Thanks for the Feedback: The Science and Art of Receiving Feedback Well. This event is hosted by the Harvard Book Store.
Tuesday, March 4th
6:00 – 7:30 PM
40 Brattle Street, Cambridge, MA
Entry is $5 – buy your tickets here.
In negotiation, we are often confronted with the task of dealing with difficult people—those who seem to prefer to set up roadblocks rather than break down walls, or who choose to take hardline stances rather than seeking common ground.
How can you deal with such difficult people?
One tactic you might consider is avoiding the conversation altogether by finding more collaborative negotiating partners, but this is not always an option.
When avoidance is impossible, strengthening your best alternative to a negotiated agreement (BATNA) can help give you the confidence you need to deal with obstinacy among negotiating partners.
In Western countries, women negotiators are faced with the challenge of advocating on their own behalf as forcefully as men in the workplace. Fear of a backlash often holds women back from negotiating assertively for higher pay, benefits, and responsibilities.
In many other parts of the world, women face the daunting challenge of winning a place at the negotiating table in the first place. In particular, UN Women, an agency of the United Nations, has noted that women are vastly underrepresented in formal peace negotiations worldwide.
As a general manager of a business unit and the father of two daughters in college, I have no tolerance for gender bias in the workplace or anywhere else for that matter. At least that’s what I thought, until a women manager handed me the Negotiation Strategies for Women report that she recently received from the Program on Negotiation.
I read it cover to cover and was startled by what I learned – that double standards and obstacles still exist for women professionals to advocate for themselves. I met with my HR manager and together we scrutinized our business. We realized that we were unintentionally perpetuating gender inequality.
Discover how to collaborate, negotiate, and bargain with even the most combative opponents. In Dealing With Difficult People, you’ll gain actionable strategies for:
Dealing with people who won’t give you what you want
Holding your ground in difficult situations
Negotiating effectively in the face of adversity
Here’s a list of some of the most notable negotiation flops of the past year – from deals that were over before they started, to those that were botched at the table, to those that proved disastrous well after the ink had dried.
“I’ve learned to make chaos my friend in negotiation,” says Thomas Green, managing director of Citigroup Global Markets and former first assistant attorney general for the Commonwealth of Massachusetts.
Green’s provocative remark flies in the face of conventional negotiation wisdom. Shouldn’t we be able to get our ducks in a row before going to the bargaining table?
And when we’re done, aren’t we supposed to dot all the i’s and cross all the t’s? We’re taught that the purpose of strategy is to chart the optimal path for reaching our goals. Embracing chaos seems the opposite of discipline and planning.