It can be difficult to keep future concerns at the forefront of your company’s most important decisions. Fortunatly, research on intergenerational conflict has uncovered best practices for ensuring that you and your employees take the long view.
reciprocity
The following items are tagged reciprocity.
Apple and the Art of Persuasion
Whether you have one of its ubiquitous products or even its rivals’ offerings, you most certainly have heard of Apple, the United States electronics giant whose phoenix-like rise to the top of the business world has inspired legions of fans and detractors alike.
Started in a garage in California, Apple has grown into a technological powerhouse of innovation that has changed the way the world works and lives. Along the way, the company has demonstrated unparalleled business acumen and leadership, both commercially and through leaders like Steve Jobs and current CEO Tim Cook.
Trust in Negotiations
Trust may develop naturally over time, but negotiators rarely have the luxury of letting nature take its course. Thus it sometimes seems easiest to play it safe with cautious deals involving few tradeoffs, few concessions, and little information sharing between parties. But avoiding risk can mean missing out on significant opportunities. For this reason, fostering trust on the fly is a critical skill for managers. As Kristen knew, the first step to inspiring trust is to demonstrate trustworthiness. All negotiators can apply the six strategies that follow to influence others’ perceptions of their trustworthiness at the bargaining table.
Dealing with an uncooperative counterpart
Business negotiators often complain that although they try to focus on creating value, they run into far too many people on the other side of the table who don’t believe in value creation. Often, they focus exclusively on trying to claim as much as possible for themselves. How should you handle these negotiations?
Despite their lack
Capitalize on negotiator differences
Adapted from “What Divides You May Unite You,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter, July 2005.
Some years ago, an English property development firm had assembled most of the land outside London that it needed to build a large regional hospital. Yet a key parcel remained, and its
What to share in negotiation
Adapted from “How Much Should You Share?” first published in the Negotiation newsletter, April 2010.
The prospect of sharing information with a negotiating counterpart can be scary. Share too much, and the other side might conclude that you’re desperate to make a deal, any deal. There’s also the risk of giving away privileged information that
Let your reputation precede you
Adapted from “Want the Best Deal Possible? Cultivate a Cooperative Relationship,” by Catherine H. Tinsley (professor, Georgetown University) and Kathleen O’Connor (professor, Cornell University), first published in the Negotiation newsletter, December 2006.
In multi-issue negotiations, research suggests that the advantage goes to negotiators with a reputation for collaboration rather than competition. In a series of studies
Kessely Hong
Kessely Hong is an Adjunct Lecturer at the Harvard Kennedy School. In her research, she examines how gender and other status differences influence trust, stereotypes, and partisan perceptions in negotiations. Kessely teaches the “Introduction to Negotiation Analysis” course at HKS, and also teaches about negotiation in the Senior Executive Fellows and other Executive Education Programs. As a graduate student, she won the Dean’s Award for Excellence in Student Teaching. She has been a fellow at the Women and Public Policy Program at HKS, the Program on Negotiation at HLS, and the Harvard University Native American Program. Before coming to the Kennedy School, Kessely worked for the management consulting firm McKinsey and Company and taught English in Ecuador. She earned her PhD in Public Policy and MPA from the Kennedy School, and her BA from Harvard College.
Offering Gifts—With Strings Attached
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.
Iris Bohnet
Iris Bohnet, Academic Dean and Professor of Public Policy at Harvard Kennedy School, teaches decision-making and negotiation in both degree and executive programs. She is an associate director of the Laboratory for Decision Science, and faculty co-chair of the executive program “Global Leadership and Public Policy for the 21st Century” for the World Economic Forum’s Young Global Leaders.
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