The following items are tagged tradeoffs.
Adapted from “Negotiating Differences: How Contrasting Styles Affect Outcomes,” by Laurie R. Weingart (professor, Carnegie Mellon University), first published in the Negotiation newsletter, January 2007.
How would you describe your negotiating style? Are you a cooperative negotiator who focuses on crafting agreements that benefit everyone, or do you actively compete to get a better deal than
Adapted from “Strength in Numbers: Negotiating as a Team,” by Elizabeth A. Mannix (professor, Cornell University), first published in the Negotiation newsletter, May 2005.
The widespread belief in “strength in numbers” suggests that having more players on your team should be a benefit, not a burden. But this belief can lead team members to underprepare
Adapted from “Lessons from Abroad: When Culture Affects Negotiating Style,” by Jeanne M. Brett (professor, Northwestern University) and Michele J. Gelfand (professor, University of Maryland), first published in the Negotiation newsletter, January 2005.
Imagine that you have identified a great opportunity to expand your business by negotiating a joint venture with another company. You need
Adapted from “Option Overload? Manage the Options on the Table,” by Chris Guthrie (professor, Vanderbilt University Law School), first published in the Negotiation newsletter, August 2007.
When choosing among multiple options, negotiators should identify and evaluate the relevant attributes of each option and, if possible, make tradeoffs among them. This approach requires us to factor in
Adapted from “Option Overload? Manage the Choices on the Table,” by Chris Guthrie (professor, Vanderbilt University Law School), first published in the Negotiation newsletter.
Consider what happened when Randy, who was opening his first restaurant, met with Albert, the general manager of Best Appliances, to negotiate a deal. Albert pulled out a stack of brochures and
Adapted from “Three Keys to Navigating Multiparty Negotiation,” by Elizabeth A. Mannix (professor, Cornell University), first published in the Negotiation newsletter.
Multiparty negotiations—in which more than two people are bargaining on behalf of themselves or others—create many opportunities to generate value. As the number of people at the table increases, so does the potential to make
Adapted from “Putting More on the Table: How Making Multiple Offers Can Increase the Final Value of the Deal,” by Victoria Husted Medvec and Adam D. Galinsky (professors, Northwestern University), first published in the Negotiation newsletter.
Suppose you open talks with an important customer by making an aggressive first offer. He becomes offended. You back off
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
Adapted from “Negotiating Sacred Issues,” first published in the Negotiation newsletter.
In a classic New Yorker cartoon, a dinner guest shows up for the party, hands the host a $20 bill, and announces that this was the amount he had planned to spend on a bottle of wine before he ran out of time. Negotiation buffs
Adapted from “What’s It Worth to You?” by Max H. Bazerman, first published in the Negotiation newsletter.
Imagine that a beloved aunt passes away and leaves you a 50-acre parcel of Colorado land. You have often visited the area, and though you never considered owning rural property, the fact that the land has been in your
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