The persuasive moves you make and the back-and-forth process you choose for dealing directly with the other side, at the table. (David A. Lax and James K. Sebenius, 3-D Negotiation [Harvard Business School Press, 2006], 2)
The following items are tagged tactics.
Adapted from “The Stressed-out Negotiator,” first published in the Negotiation newsletter.
Conventional wisdom, not to mention the popularity of no-haggle car buying, suggests that many people anticipate important negotiations with the same dread they reserve for root canals.
Unfortunately, stressed-out negotiators tend to be less effective than their calmer counterparts, according to research by Kathleen O’Connor of
Max H. Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School) and Deepak Malhotra (Associate Professor of Business Administration, Harvard Business School)
You don’t have to let a recalcitrant negotiator derail your progress. In this article, the authors describe strategies and tactics to overcome another party’s counterproductive behavior and keep the deal on track.
Read
Adapted from “Stubborn or Irrational? How to Cope with a Difficult Negotiating Partner,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
Suppose you’re an experienced salesperson entering into negotiations for a contract renewal with a company you’ve successfully done business with for years. Recently, your counterpart at the other company
This event has been canceled due to inclement weather.
The Women and Public Policy Program and the
Center for Public Leadership in coordination with
IGA 308M: Inclusive Security present:
“The Difference Difference Makes in Mediation”
Date: January 12, 2011
Time: 6:00PM
Location: JFK Jr. Forum
Littauer Building, 1st Floor
John F. Kennedy School of Government
Harvard University
79 JFK Street
Cambridge, MA 02138
This event is free and
The Program on Negotiation’s 2010 Great Negotiator Award was given to former Finnish President, Martti Ahtisaari, for his many significant achievements in the fields of negotiation and diplomacy. He was central to the Namibian independence negotiations in the late 1980s. He also served as chief United Nations negotiator to Kosovo from 2005-2006, and was instrumental
Adapted from “How to Deal When the Going Gets Tough,” first published in the Negotiation newsletter.
Negotiators tend to feel pressured when they’re performing in front of an audience, according to Harvard Business School professor Deepak Malhotra. If your boss is watching your every move, if you are bargaining as part of a team, or if
Adapted from “Cultural Notes,” first published in the Negotiation newsletter.
As members of organizations and families, we all know from experience that even people with identical backgrounds can have vastly differing negotiating styles and values. Nonetheless, we continue to be intrigued by the idea that distinct patterns emerge between negotiators from different cultures.
Researchers do confirm a
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
Adapted from “Metaphorical Negotiation,” first published in the Negotiation newsletter.
Negotiators talk about building agreement, bluffing the opposition, and volleying offers back and forth. According to mediator Thomas Smith, careful attention to such metaphors can reveal deeper meaning beneath the explicit words that people use, notably regarding how they view the negotiation process and their relationship
Adapted from “Rolling the Dice in Court,” first published in the Negotiation newsletter.
Going to trial, it’s said, is like rolling the dice. That proved true in June 2006, when an exasperated federal judge, the Honorable Gregory A. Presnell, ordered litigants to play a game of Rock Paper Scissors if they could not privately resolve their
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