The following items are tagged rapport.
Suppose you want to hire a mediator to help you resolve a conflict that you’re having with an individual or a company, but for various reasons, meeting face-to-face would be difficult.
Perhaps you and the other party are located in different geographic areas. Maybe your dispute originated in an online transaction, and you’ve never even met. Or perhaps one of you feels threatened or intimidated by the other and is reluctant to meet in person.
Imagine that you’re the CEO of a sports clothing manufacturer based in Chicago. You recently traveled to Amsterdam, the Netherlands, to meet with a distributor who has a rich and diverse network in the European sports market.
During the business trip, you both express enthusiasm about the possibility of a joint venture and agree to give the potential alliance more thought.
Back home, you learn that one of your competitors has discussed similar plans with the same distributor.
When a conflict looms, it can be tempting for each side to try to make unilateral decisions on key issues because of the belief that negotiations with the other side will be a dead end. This strategy may pay off in the short term, but it’s important to factor in the long-term costs.
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Research suggests that email often poses more problems than solutions when it comes to relationships, information exchange, and outcomes.
How is it that mediators – who themselves lack any power to impose a solution – nevertheless often lead bitter disputants to agreement? Substantive expertise helps, as does keen analytic skill.
According to a recent survey by Northwestern University law professor Stephen Goldberg, veteran mediators believe that establishing rapport is more important than employing specific techniques and tactics.
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 “Negotiating with the Green-eyed Monster,” first published in the Negotiation newsletter.
Envy can cause us to engage in deception at the bargaining table. That’s the cautionary finding of research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
Why might negotiators be more
Adapted from “Strategies for Overcoming E-Mail’s Weaknesses,” first published in the Negotiation newsletter.
Negotiators communicating via e-mail can easily be blinded to the medium’s pitfalls. In her research, professor Janice Nadler of Northwestern University Law School confirms that the “impoverished” nature of e-mail—its dearth of physical, social, and vocal cues—often leads to misunderstandings, ambiguous messages, and
Adapted from “Closing the Deal,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
You’ve followed the negotiation guidebooks to a T, uncovered the parties’ key interests, brainstormed creative solutions, and even developed good rapport with your counterpart. You’ve done everything right…but you still don’t have agreement.
How do you turn the other
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