As the following points will demonstrate, ensuring that your counterpart is satisfied with a particular deal requires you to manage several aspects of the negotiation process, including his outcome expectations, his perceptions of your outcome, the comparisons he makes with others, and his overall negotiation experience itself.
value
Economic or noneconomic aspects of the process or outcome of a negotiation about which one or more parties care strongly. Value could mean cash, property, relationships, reputation, fairness, or a partyÕs self-image. (David A. Lax and James K. Sebenius, 3-D Negotiation [Harvard Business School Press, 2006], 17)
The following items are tagged value.
5 Tips for Closing the Deal
What to do when you’ve done everything right, but you still don’t have an agreement.
Negotiation Skills: Value-Creation Resources
By following these steps in your next negotiation, you’ll improve the chances of meeting everyone’s interests.
Learning from Female Executives
Dozens of female CEOs and other high-level executives have told us about their experiences negotiating in traditionally masculine contexts where standards and expectations were ambiguous. Their experiences varied according to the gender triggers that were present in the negotiations.
Conflict Management: The Challenges of Negotiating Long-Term Concerns
To protect the future interests of their organization, negotiators sometimes must accept fewer benefits or absorb greater burdens in the short run to maximize the value to all relevant parties – including future employees and shareholders – over time.
Suppose that the operations VPs of two subsidiaries of an energy company are preparing to negotiate the location of a new energy source within the company. Beta, the energy source, is limited in supply, but it is inexpensive and efficient to use in the present and grows in potency over time.
The Clash of Values in the Wake of the Arab Uprisings
The Herbert C. Kelman Seminar on International Conflict Analysis and Resolution is pleased to present:
“The Clash of Values in the Wake of the Arab Uprisings”
with
Souad Mekhennet
Reporter for the New York Times, Der Spiegel, and ZDF (German Television),
2013 Nieman Fellow
and
Denis Sullivan
Professor of Political Science and Director of the Middle East Center for Peace, Culture, and Development,
Anticipating Coalitional Behavior
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.
Working with Your Agent – and Someone Else’s – In Negotiation
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
Using Agents Effectively in Negotiation
Once you’ve decided to use an agent, it’s important not to rush headlong into the process – picking the first one you speak to, for example, and sending him off to talks the next day.
You need to choose your agent carefully, then establish a clear, detailed understanding of each other’s responsibilities and expectations.
The following are critical steps in picking an agent and negotiating his contract.
Confronting Evil Conference postponed to Saturday, April 20th
Harvard University is closed today due to an ongoing public safety situation in the area. This afternoon’s first session of the “Confronting Evil” conference is postponed until tomorrow morning, starting at 9:00.
Please check here for further updates later today.









