The following items are tagged outcomes.
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.
Growing economic globalization offers a multitude of new opportunities yet often necessitates alternatives to face-to-face meetings, such as phone calls, e-mails, videoconferences, or instant messages.
Lawrence Susskind (Ford Professor of Urban and Environmental Planning, Massachusetts Institute of Technology)
“Win-win” has become a popular term in the field of negotiation, but many people have mis-perceptions about what it actually means. In this blog post, Professor Lawrence Susskind, a member of PON’s Executive Committee, clarifies that a “win-win” negotiated outcome is
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 “Do Attitudes Influence Results?” first published in the Negotiation newsletter, January 2007.
Many people consider negotiations to be stressful and threatening. Others view them as challenges that can be overcome. Do these different attitudes influence the outcomes that people reach? Research by professors Kathleen O’Connor of Cornell University and Josh Arnold of California State
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 “In Negotiation, Think Before You ‘Blink’,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter, October 2006.
Most experienced negotiators trust their instincts. They believe they can identify a good business opportunity within five minutes. They think they can quickly assess whether a salesperson is honest. And if
Adapted from “A Contingent Contract? Weigh the Costs and Benefits of Making a ‘Bet’,” by Guhan Subramanian (professor, Harvard Law School and Harvard Business School), first published in the Negotiation newsletter, August 2006.
Contracts in professional sports are often chock-full of contingencies -“bets” that parties place on their different expectations of future outcomes – and former
Adapted from “How ‘Close Calls’ Can Hurt You,” first published in the Negotiation newsletter, October 2009.
In the early 1990s, NASA managers and engineers were warned by an expert in risk analysis that the heat-resistant tiles that protected space shuttles during reentry into Earth’s atmosphere could be damaged by debris from the insulating foam on the
What do people value when they negotiate? Research by professors Jared R. Curhan and Heng Xu of MIT’s Sloan School of Management and Hillary Anger Elfenbein of Berkeley’s Haas School of Business provides useful insights concerning this basic question.
Using survey data collected from everyday negotiators and filtering it through a sorting procedure conducted by negotiation professionals, the researchers developed a “Subjective Value Inventory” (SVI) which includes four factors: 1) “Feelings about Instrumental Outcomes” represents elements such as “winning” the negotiation, or more generally, gaining a large share of the pie; 2) “Feelings About the Self” includes elements such as saving face and “doing the right thing”; 3) “Feelings About the Negotiation Process” includes elements such as being listened to by the other party; and 4) “Feelings About the Relationship” includes elements such as establishing trust and building a strong relationship.
Adapted from “Negotiating Differences: How Contrasting Styles Affect Outcomes,” by Laurie R. Weingart (professor, Carnegie Mellon University), first published in the Negotiation newsletter, January 2007.
How would you describe your negotiating style? Are you a cooperative negotiator who focuses on crafting agreements that benefit everyone, or do you actively compete to get a better deal than
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