The following items are tagged Suff.
Adapted from “Pitch Your Offer—and Close the Deal,” by Deepak Malhotra and Max H. Bazerman (professors, Harvard Business School), first published in the Negotiation newsletter.
When you’re having trouble persuading someone, you might be tempted to sweeten the pot with hefty financial incentives. Before doing so, consider whether there are cheaper ways of gaining compliance.
A
Adapted from “You Need to Know What You Want,” first published in the Negotiation newsletter.
Do you really know what you want out of life? Most of us don’t, according to Timothy D. Wilson and Daniel T. Gilbert, psychology professors at the University of Virginia and Harvard University, respectively. The impact bias describes the common, systematic
Adapted from “Resolve Employee Conflicts with Mediation Techniques,” first published in the Negotiation newsletter.
If you manage people, disputes will show up at your door. The marketing VP protests that the budget cap you and your new finance VP proposed is hindering a research initiative you supported. Two young sales representatives are embroiled in a
Adapted from “Overcoming Stage Fright: How to Prepare for a Negotiation,” by Michael Wheeler (Professor, Harvard Business School), first published in the Negotiation newsletter.
Many negotiators grow anxious as they approach the bargaining table, a reaction that puts them in good company with other distinguished professionals. Laurence Olivier’s stage fright almost ended his acting
Adapted from “The Payoff of Trust,” by Iris Bohnet (Professor, Harvard Kennedy School), first published in the “Negotiation newsletter.”
It’s natural to fear trust betrayal, or the violation of pivotal expectations of trustworthiness. Recent corporate and religious scandals have tragically demonstrated the substantial costs of such betrayals. Victims suffer emotional harm, and their ability to trust
Adapted from “Smart Alternatives to Lying in Negotiation,” by Deepak Malhotra (associate professor, Harvard Business School), first published in the Negotiation newsletter.
Daniel, a senior manager at a large consumer products firm, has been asked by a company vice president to submit a detailed budget request for his department. Daniel has an incentive to overstate anticipated
Many negotiators understand the importance of estimating the other side’s reservation price—the worst deal he would accept from you. However, despite the fact that such estimates often are based on hints, clues, and speculation, negotiators are frequently overconfident that their estimates are accurate.
Negotiation Theory and Practice
SUFFOLK UNIVERSITY LAW SCHOOL
NOT OFFERED FALL 2012
Instructor:
Dwight Golann
This seminar will examine the theory and practice of negotiation, focusing primarily on the use of bargaining to resolve legal disputes. Class time will consist of a mixture of role-plays, discussion, and analysis of video, combined with short lectures by the teacher. Each student
Negotiation for Lawyers
SUFFOLK UNIVERSITY SCHOOL OF LAW
FALL 2012
Instructor:
Dwight Golann
617-573-8183
The course will focus on negotiation issues in lawyering, dealing with adversaries and allies, advising clients, resolving ethical issues, preserving professional relationships, understanding cooperation, competition, and compromise, and evaluating the strength and weakness of legal positions. Students will regularly engage in simulated negotiations. In lieu of
Adapted from “Wise Negotiators Know When to Say ‘I’m Sorry’” by Maurice E. Schweitzer, Associate Professor, the Wharton School at the University of Pennsylvania.
In negotiation, it’s unavoidable: sooner or later, you’ll do or say something that offends or hurts your counterpart. Whether or not the harm you cause is intentional, you’ll need to rebuild trust
Taught by world-renowned professors, distinguished thought leaders and best-selling authors.
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