The following items are tagged Northwestern University.
Adapted from “How Mood Affects Negotiator Trust,” first published in the Negotiation newsletter, September 2006.
Social psychologists are learning a great deal about the connections among emotions, negotiation strategies, and decision making. Negotiation contributor Jennifer S. Lerner of Carnegie Mellon University and her colleagues have identified two critical themes. First, they have studied the carryover of
Adapted from “How to Negotiate When You’re (Literally) Far Apart” by Roderick I. Swaab (professor, INSEAD) and Adam D. Galinsky (professor, Northwestern University), first published in the Negotiation newsletter, February 2007.
Research suggests that e-mail often poses more problems than solutions when it comes to relationships, information exchange, and outcomes.
First, establishing social rapport via e-mail can
Adapted from “Overconfident, Underprepared: Why You May Not Be Ready to Negotiate,” by Kristina A. Diekmann (professor, University of Utah) and Adam D. Galinsky (professor, Northwestern University), first published in the Negotiation newsletter, October 2006.
In 1991, during Supreme Court nominee Clarence Thomas’s confirmation hearings before the Senate Judiciary Committee, Anita Hill, then a law
Adapted from “The Mediator as Team Adviser,” by Stephen B. Goldberg (professor, Northwestern University), first published in the Negotiation newsletter, May 2006.
When faced with a trial, a corporation sometimes engages one law firm to represent it in court and a second law firm to explore settlement possibilities. According to conventional wisdom, the second law firm
Adapted from “When You’re Tempted to Deceive,” by Ann E. Tenbrunsel (professor, the University of Notre Dame) and Kristina A. Diekmann (professor, University of Utah), first published in the Negotiation newsletter, July 2007.
To ensure that you negotiate ethically, you’ll need to identify ethical dilemmas and view unethical behavior clearly. Four guidelines will help you meet
Adapted from “Break Down ‘Sacred’ Barriers to Agreement,” first published in the Negotiation newsletter, April 2009.
As negotiators, we’re trained to believe that almost every issue is ripe for tradeoffs and concessions. At the same time, most of us hold core values that we believe to be non-negotiable. Your family’s welfare, your personal code of ethics,
Adapted from “Lessons from Abroad: When Culture Affects Negotiating Style,” by Jeanne M. Brett (professor, Northwestern University) and Michele J. Gelfand (professor, University of Maryland), first published in the Negotiation newsletter, January 2005.
Imagine that you have identified a great opportunity to expand your business by negotiating a joint venture with another company. You need
Adapted from “Putting More on the Table: How Making Multiple Offers Can Increase the Final Value of the Deal,” by Victoria Husted Medvec and Adam D. Galinsky (professors, Northwestern University), first published in the Negotiation newsletter.
Suppose you open talks with an important customer by making an aggressive first offer. He becomes offended. You back off
Amy J. C. Cuddy is an Assistant Professor in the Negotiation, Organizations & Markets Unit at the Harvard Business School. She holds a PhD in Psychology from Princeton University and BA in Psychology from the University of Colorado.
Professor Cuddy studies the origins and outcomes of how we perceive and are influenced by other people, investigating the roles of variables such as culture, emotions, nonverbal behaviors, and psychophysiological indicators.
Adapted from “In Negotiation, How Much Do Personality and Other Individual Differences Matter?” First published in the Negotiation newsletter.
When you criticize a negotiator’s arguments or question her motives, you risk threatening her “face,” or social image. Such direct threats to self-esteem can trigger embarrassment, anger, and competitive behavior in your counterpart, according to research
Taught by world-renowned professors, distinguished thought leaders and best-selling authors.
BATNA
Business Negotiations
Conflict Management
Conflict Resolution
Crisis Negotiations
Dealmaking
Dispute Resolution
International Negotiation
Mediation
Meeting Facilitation
Negotiation Skills
Negotiation Training
Pedagogy
Sales Negotiations
Win Win
Women and Negotiation