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 “Honey or Vinegar?”, first published in the Negotiation newsletter.
Who brings out the best in us: someone nice or someone nasty? According to a recent study by Gerben A. van Kleef and colleagues of the University of Amsterdam, we may be more generous toward angry people than toward happy people.
In the first two
In all types of negotiations and across all phases of the process, people can sometimes misrepresent or fail to tell the truth. Individual negotiators lie with the hope of improving their own outcomes. When negotiating his salary with the Cranbury, N.J.–based pharmaceutical marketing firm Carter-Wallace in 1997, Robert Bonczek misrepresented his prior title and salary at DuPont. Once Carter-Wallace detected the deception, it withdrew its offer. Sometimes entire teams of negotiators lie [or was this just a bluff?]. In the union-management negotiations between the United Autoworkers Union (UAW) and Textron that began in 1994, Textron’s management team misrepresented its intention of hiring nonunion workers. As a result, the UAW agreed to a contract that it later regretted accepting.
Adapted from “Cultural Caveats,” first published in the Negotiation newsletter.
As professor Cheryl Rivers of Queensland University of Technology in Brisbane, Australia, points out in a recent literature review, seasoned negotiators often hear stories about the unethical behaviors of people of other nationalities. Perhaps the toughest problems arise surrounding what Rivers calls “ethically ambiguous” negotiation tactics.
Adapted from “Deadline Pressure: Use it to Your Advantage,” by Don A. Moore (professor, Carnegie Mellon University), first published in the Negotiation newsletter.
In the summer of 1988, National Basketball Association (NBA) team owners and players were at loggerheads over their new contract. At midnight on June 30, the owners declared a lockout, halting preparations for
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 “Walk the Line: Ethical Dilemmas in Negotiation,” by Roy J. Lewicki (Professor, The Ohio State University), first published in the Negotiation newsletter.
After buying a new car, you’re eager to sell your old car. It looks well kept, but you had problems with the engine last winter. Now it’s late summer. Should
An Experiment: Exploring Interdisciplinary Linkages between Negotiation and Communication Studies
What would negotiation pedagogy look like if we focused more on the core meanings and practices of communication? How can understanding the underpinnings of communication – the components of conversation and the exchange of meaning – help us understand and improve our negotiations? The weekend of
Teaching negotiation using case studies focused on the efforts of great negotiators can help achieve several pedagogical goals at the same time. Developed by Professor James Sebenius of Harvard Business School, the Program on Negotiation’s Great Negotiator case study series, available from the PON Clearinghouse, highlights the lessons learned by each recipient of PON’s Great
Adapted from “Turn Your Adversary into Your Advocate,” by Katie A. Liljenquist and Adam D. Galinsky, first published in the Negotiation newsletter.
Most of us seek advice on a daily basis, for at least three reasons: to improve the quality of our decisions, to validate our choices, and to diffuse risk. Advice seeking also generates significant
In the business world, why is competition so often the norm, while cooperation seems like an impossible goal? One of the most destructive assumptions we bring to negotiations is the assumption that the pie of resources is fixed. The mythical-fixed-pie mindset leads us to interpret most competitive situations as purely win-lose.
For those who recognize opportunities
Taught by world-renowned professors, distinguished thought leaders and best-selling authors.
BATNA
Business Negotiations
Conflict Management
Conflict Resolution
Crisis Negotiations
Dealmaking
Dispute Resolution
International Negotiation
Mediation
Meeting Facilitation
Negotiation Skills
Negotiation Training
Pedagogy
Sales Negotiations
Win Win
Women and Negotiation