The following items are tagged promotion.
Adapted from “Do the Numbers Get in Your Way?” by Brian J. Hall (professor, Harvard Business School) and P. Trent Staats (vice president, Verenium Corp.), first published in the Negotiation newsletter.
Consider the customer support center that sought to increase the number of calls it could process per hour without increasing its capacity. When the call
Francesca Gino, Don A. Moore, and Max Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School)
Managers unknowingly promote unethical behavior in the way they issue orders to subordinates or outsource work or mishandle their priorities. The result: scandals that can cost trillions of dollars. In this article, the authors explain how leaders can
Adapted from “Negotiation, Envy, and Lies,” first published in the Negotiation newsletter.
Negotiation researchers have refuted the widespread belief that some people are honest negotiators and others are not. Rather, because people respond strongly to their environment, ethical standards often vary depending on the context. For example, many negotiators strive to tell the truth—unless they believe
Adapted from “Fair Enough? An Ethical Fitness Quiz for Negotiators,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a rustic cabin at its asking price. Now flash-forward a few years. You’ve enjoyed the place immensely but just learned that a motorcycle racetrack will be up and running
Adapted from “Give a Gift that Keeps on Giving (to You),” first published in the Negotiation newsletter.
It was the kind of windfall that would make any employee feel appreciated. In October 2009, Jenna Lyons, the creative director of New York–based fashion retailer J. Crew, received a cash bonus of $1 million from her boss, J.
Adapted from “Promote the Positive or Minimize the Negative?” First published in the Negotiation newsletter.
Tory Higgins, a social psychologist, and his colleagues Lorraine Chen Idson and Nira Liberman have introduced the concept of regulatory focus. According to Higgins, when making decisions, people focus on either promotion or prevention. Those focused on promotion are primarily concerned
Adapted from “Why Aren’t Mediation and Arbitration More Popular?” First published in the Negotiation newsletter.
Many scholars have noted that the business community would greatly benefit from third-party dispute resolution services. The problem is, there isn’t much demand for mediation or arbitration. If the alternative dispute resolution field has in fact built a better mousetrap, why
Kimberlyn Leary is an Associate Professor at Harvard Medical School and the Chief Psychologist at the Cambridge Health Alliance and. In 2009, received an MPA from the Harvard Kennedy School, attending on a Public Services Fellowship.
Professor Leary’s major areas of teaching, clinical activity and research are directed at enhancing effective clinical practice in psychotherapy and
Adapted from “Managers: Think Twice before Setting Negotiation Goals,” first published in the Negotiation newsletter.
The next time you’re tempted to dangle performance incentives in front of your employees, think about whether it could backfire.
As an illustration, let’s look at Major League Baseball manager Joe Torre’s renegotiation with the New York Yankees in October 2007. Torre
Jared R. Curhan is the Ford International Career Development Professor and Associate Professor of Organization Studies at MIT’s Sloan School of Management, where he specializes in the psychology of negotiation and conflict resolution. He received his BA in Psychology from Harvard University and his MA and PhD in Psychology from Stanford University. A recipient of support from the National Science Foundation, Curhan has pioneered a social psychological approach to the study of “subjective value” in negotiation (i.e., social, perceptual, and emotional consequences of a negotiation).
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