The following items are tagged rapport.
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 recent research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
In one experiment, Israeli
Adapted from “Make the Most of E-mail Negotiations,” first published in the Negotiation newsletter.
At a recent social gathering of professionals, the topic of negotiating via e-mail came up. “My work team is constantly shooting e-mails back and forth,” said Sarita. “But since I’m driving and meeting with clients most of the time, I can’t respond
Adapted from “Rapport Comes First,” first published in the Negotiation newsletter.
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. But according to a survey by Northwestern University law professor Stephen Goldberg, veteran mediators believe that establishing rapport
The PON Clearinghouse offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Negotiating Budget Cuts at Newtowne Hospital is a six-person negotiation among hospital administration and employee representatives to reach consensus on budget cuts in three departments.
SCENARIO:
Dr. Van Hagen, a distinguished heart surgeon, will soon join the staff at Newtowne Hospital,
Adapted from “First, Empathize with Your Adversary,” by Susan Hackley (managing director, Program on Negotiation), first published in the Negotiation newsletter.
Jamil Mahuad, a former mayor of Ecuador’s capital, Quito, was elected president of Ecuador in 1998. For many years, his country had battled with Peru over a disputed border. With his own skills and
Parties in litigation are often overly optimistic about their chances of winning in court. This tendency reduces the bargaining range for settlement because one or both parties perceive their walkaway alternative (namely, letting the courts decide) to be more attractive than it actually is. According to conventional wisdom, lawyers can help their clients overcome this overoptimism bias by providing an objective assessment of a case’s merits and encourage acceptance of a deal.
According to conventional wisdom, small talk builds rapport and gets both sides a better deal in the end. But in fact, the question of whether to engage in small talk can be highly context-specific. New York City investment bankers, for example, tend to be far less likely than Texas oil executives to engage in small talk at the outset of a negotiation.
Adapted from “Beyond Blame: Choosing a Mediator,” by Stephen B. Goldberg (professor, Northwestern University), first published in the Negotiation newsletter.
When a negotiation escalates into a dispute, most managers understand the value of seeking out a mediator for professional assistance with the matter. The question of whom to hire, however, is less clear-cut. What type of
Adapted from “Build Rapport—and a Better Deal,” by Janice Nadler, professor, School of Law, Northwestern University.
In negotiation, rapport is a powerful force that can promote mutually beneficial agreements. Negotiators who already have a good working relationship are fortunate to have rapport built into their interactions. Strangers, however—especially those whose communications are limited to telephone or
The experts and editors from Harvard’s Program on Negotiation offer a sampling of advice from past issues of Negotiation to help
you learn to foster relationships by building rapport, manage conflict in long-term relationships and negotiate business decisions with family members.
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