The following items are tagged susskind.
Executives are increasingly faced with the task of negotiating in a realm that many know little about: technology.
Whether you’re bargaining over the purchase of a companywide network, coping with the possible infringement of patented technology, or seeking better customer service from a software supplier, technology negotiations have become a fact of managerial life.
How do such negotiations differ from those that are less technologically complex?
Founded in 1983, the Program on Negotiation at Harvard Law School is a pioneer in the fields of negotiation, mediation, and alternative dispute resolution.
In commemoration of the program’s 30th anniversary this year, the Program on Negotiation is proud to present a video describing many of PON’s various educational and research activities.
According to Chair Robert Mnookin, at its core the Program on Negotiation is devoted to improving the theory and practice of negotiation and dispute resolution.
Complexity Personified: International Standards Negotiations from a Microsoft Manager’s Perspective
On April 3, 2013, the Program on Negotiation hosted Jason Matusow, General Manager of International Standards at Microsoft, for a lunch seminar. His talk, titled “Complexity Personified: International Standards Negotiations from a Microsoft Manager’s Perspective,” covered the myriad of challenges that can arise when managing both
In the early days of his tenure, a chairman spends too much time reviewing the details of his proposed policy with his staff and not enough time sounding out council members to drum up support for his reforms.
The chairman’s missteps lead us to the first rule of coalition building: think carefully about how and when to meet one-on-one with other parties.
Negotiations become especially complex when agents are involved on two or more sides.
In the course, of their research, Robert Mnookin and Lawrence Susskind discovered that many negotiators often mistakenly assume that an agent representing the other side
The Program on Negotiation has identified three basic sets of circumstances in which you’ll be better off tapping an agent to take your place at the bargaining table (at least for part of the negotiating process).
In the mid-1990s, a young JD/MBA student at Harvard was writing a case study about a railroad deal that was ongoing at the time. Somewhat to his surprise, he landed an interview with Bruce Wasserstein, the renowned dealmaker who had pioneered the hostile takeover, and who was a consultant in the railroad negotiations.
It was a fascinating conversation, the student remembers.
“I began to recognize that sophisticated dealmakers play the game at a different level – like a chess game instead of trying to scream and yell louder than others in the room.
“Rather than a frontal assault, sophisticated dealmakers engage in a carefully thought-through sequencing strategy: Get all the pieces lined up, to the point where when you go in the room, it’s basically a done deal.”
Like many of us, this student was hooked by the sweet art of negotiation … and he went on to become a world-renowned dealmaker, instrumental in megadeals such as Oracle’s $10.3 billion hostile takeover bid for PeopleSoft, Cox Enterprises’ $8.9 billion freeze-out of minority shareholders in Cox Communications, the $6.6 billion leveraged buyout of Toys “R” Us, and Exelon’s $8.0 billion hostile takeover bid for NRG.
For the first time ever, the Program on Negotiation is offering a master-level course for negotiators. The program is highly personalized and taught by 4 negotiation experts from Harvard and MIT. If you are selected to participate, you will be assigned to small learning groups, take part in dynamic exercises with two-way feedback, work closely with faculty members to develop a strategy that addresses personal negotiation challenges, and particpate in intensive simulations.
Online learning is going through a renaissance. The Khan Academy is reaching millions with its decidedly low-tech approach while MIT and Harvard announced a very ambitious platform called edX just this month.[1] Proponents think we can learn from the less successful efforts of the 1990s and get it right this time. On April 17th, a group of PON faculty and educators gathered to share their experiences and perspectives on what works well online, where we are falling short and what the future of online learning might look like when it comes to teaching negotiation. The panelists for the event were Lori Abrams, developer of an online-based Negotiation Strategies course at the University of Minnesota Carlson School of Management, Peter McAteer, CEO of Corporate University Xchange (CorpU) and David Fairman, Managing Director of the Consensus Building Institute (CBI). The session was facilitated by Professor Lawrence Susskind from MIT.
The case of Jordan and Israel shows how even countries at war can negotiate a water agreement if it is framed in non-zero sum terms and trust continues to be built over time. And that is not the only case of a treaty that has succeeded against all odds to bridge conflicting water interests; the Indus Waters Treaty between India and Pakistan and the Ganges Water Treaty between Bangladesh and India are other examples.
Taught by world-renowned professors, distinguished thought leaders and best-selling authors.
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