Conventional wisdom suggests that team conflicts be resolved by focusing on the task at hand and avoiding interpersonal relationship issues. However, Amy Edmonson of Harvard Business School and Diana McLain Smith of The Monitor Group argue that this approach only works with issues that are “cool” because they can be resolved using objective means.
Conflict within an organization can not only damage morale but also cut into productivity and ultimately profits. Once you recognize that there is ongoing conflict in your organization, how do you go about diagnosing the source?
In his June 2004 article, “Divided, You’ll Fall: Managing Conflict Within the Ranks,” Lawrence Susskind describes the work done by … Read More
This is one of the most common negotiation questions. A car is one of the most significant purchases you’ll make, and the price is almost always negotiable. Here are some tips to help you with this financial negotiation.
Prepare, prepare, prepare. You can’t walk into a dealership without having done some online research. Online you can … Read More
Facilitation works best when a facilitator is matched properly to the group and to the situation. Look out for these signs of trouble that may suggest that you need a different facilitator, or that facilitation may not be working for your group:
Poor chemistry. Your facilitator’s personal style may be too forceful, or not forceful enough, … Read More
Consider the dilemma faced by Joe, the vice president of semiconductor technology at one of the largest computer companies in the world. He is also the chair of an alliance made up of representatives from six other large companies. The group works together to develop and acquire certain production technologies. The group also second-guesses every … Read More
Recent delays at a manufacturing company have cut deeply into company profits. The management appoints a multi-departmental team to come up with a way of speeding up the launch of new products. A vice president of manufacturing is put in charge of overseeing the effort and is encouraged to use consensus building techniques to take … Read More
Does negotiation have a place in crisis management? Many public relations experts would argue no. When a company is confronted with negative publicity, they are advised to reveal as little as possible and denounce their attackers claim. This advice ignores the fact that what an angry public wants is to be heard.
Suppose you have been recently hired as the first full time staff member charged with handling employee relations. You are entering a large accounting firm with an unusually high staff turnover rate and several recent defections by company accounts.
Dispute System Design (DSD) is the process of identifying, designing, employing, and evaluating an effective means of … Read More
Individuals in this position often feel as though they have few if any options. In his February 2006 article in Negotiation newsletter, “Negotiating with a 900-Pound Gorilla,” MIT Professor Lawrence Susskind offers strategies for how negotiators in a weak position should deal with a seemingly all-powerful opponent. … Read More
What’s the right number of options to put forward in financial negotiations? In their April 2005 article in the Negotiation newsletter, “Putting More on the Table: How Making Multiple Offers Can Increase the Final Value of the Deal,” Northwestern professors Victoria Husted Medvec and Adam D. Galinsky write that issuing three equivalent offers simultaneously can … Read More
Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.
Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.