Worst Alternative to a Negotiated Agreement: In a negotiation, your WATNA represents one of several paths that you can follow if a resolution cannot be reached. Like its BATNA counterpart, understanding your WATNA is one alternative you can use to compare against your other options along alternative paths in order to make more informed decisions at the bargaining table.
The following items are tagged WATNA.
Manage the Tension Between Claiming and Creating Value: Balance the Costs and Benefits of Sharing Information in Business Negotiations
In Negotiation, Emotional Intelligence Brings Mixed Results: The Ability to Regulate and Read Emotions May Be Less of a Boon to a Negotiator Than You May Expect.
Bringing Congress Back to the Negotiating Table: Political Science Offers a New Perspective on Washington Gridlock
Dear Negotiation Coach: The Benefits of Nonverbal Communication in Negotiation.
Lessons from a Master Negotiator: Nelson Mandela.
Negotiation Research You Can Use: The High Cost of (Unconcious) Racial Bias
Questioning Authority: Negotiating with Uninformed Parties
Dear Negotiation Coach: What Can I Do To Feel Less Anxious When I Negotiate?
Negotiators: Prepare to Go with the Flow – Change and uncertainty mark today’s negotiations. A new book helps us draw on our innate creativity to adapt and thrive.
Smart Phones, Smart Negotiators? Our ability to negotiate 24/7 presents both challenges and opportunities.
Nothing But Net Profit: The NBA and “The Greatest Deal Known to Man.”
Dear Negotiation Coach: Defending Against Scope Creep.
Ask Better Questions in Negotiation – Gather Information That Will Expand Possibilities.
Women Negotiators – Focus on Power and Status.
Crisis Negotiations at JPMorgan – Banking on a Deal with the DOJ.
Is Your Conflict Ripe for Resolution? Prolonged conflict can be immensely destructive. To move beyond impasse, negotiators must attempt to change their perceptions.
For Business Negotiators, Patience Can Be A Virtue. The story of Microsoft’s Nokia acquisition makes a case for staying at the table.
Dear Negotiation Coach: When a Job Offer is Non-Negotiable
Will You Behave Ethically? New research reveals negotiating conditions that tend to promote deception.
Coping With Conflicts of Interest: The Dell Leveraged Buyout
Make the Most of Your Negotiation Training. Translate your knowledge of negotiation into skills that stick.
At last, the deal is done. After 18 months of negotiation, eight trips across the country, and countless meetings, you’ve finally signed a contract creating a joint venture with a Silicon Valley firm to manufacture imaging devices using your technology and their engineering.
The contract is clear and precise. It covers all the contingencies and has strong enforcement mechanisms. You’ve given your company a solid foundation for a profitable new business. As you file the contract, a question dawns on you: Now what?
They say it pays to keep your friends close and your enemies closer, but in negotiation, keeping your enemies—or competitors—close could end you up in court, as Apple’s recent encounter with the U.S. Department of Justice suggests.
The story begins back in 2007 when, unhappy with Amazon’s low, flat price of $9.99 for e-books, five major U.S. pub¬lishers negotiated a new business model for e-book pricing with Apple, which was getting ready to launch the iPad.
Under the prevailing wholesaling model, publishers sold their books and e-books to retailers like Amazon, which could then set whatever price they liked. Apple and the five publishers agreed to switch to a so-called agency model, which would allow the publishers to set their own prices for e-books in exchange for giv¬ing Apple a 30% sales commission. At least one of the publishers then upped the ante by threatening to delay the release of its digital editions to Amazon unless it switched to an agency model. Amazon reluctantly agreed, and e-book prices rose across the industry to about $14.99.
The publishers and Apple claimed that their goal was to increase competition in the e-book market by opening up alternatives to Amazon’s Kindle reader. But the U.S. Department of Justice didn’t see it that way and accused the parties of colluding to artificially raise e-book prices. The five publishers reached a settle¬ment with the government; Apple did not.
Ever win something you wanted, then realize too late you got a raw deal? Here’s how to recognize when backing away is your best bet in a negotiation.
Imagine that while exploring an outdoor bazaar in a foreign country, you see a beautiful rug that would look perfect in your home. While you’ve purchased a rug or two in your life, you’re far from an expert. Thinking on your feet, you guess the rug is worth about $5,000. You decide to make a bid, but a low one. You engage the merchant in some pleasantries and then make an offer of $1,000. She quickly accepts, and the transaction is complete.
How do you feel as you walk away? Pleased with your purchase – which was, after all, far cheaper than you expected – or uneasy about it?
Negotiating in the Heat of the Moment: Keep your wits about you when negotiating under pressure.
When Negotiation Looks Like Collusion: The results of a recent legal battle highlight the risks of negotiating on the same side of the table as your competitors.
Bring Reluctant Parties to the Table: Negotiations on factory safety suggest strategies for convincing others to work with you.