Jeswald Salacuse’s article Teaching International Business Negotiation: Reflections on Three Decades of Experience was published in International Negotiation, Volume 15, Number 2. The full article can be purchased here.
Abstract:
The author has taught international business negotiation in a wide variety of university courses and executive training programs throughout the world during the last three decades. He … Read More 
Adapted from “Battles of the Sexes,” first published in the Negotiation newsletter.
What happens when men and women compete with one another for scarce resources? In a fascinating series of studies, Professor Laura Kray of the University of California at Berkeley and her colleagues show that gender stereotypes have unexpected effects on the behavior of pairs … Read When the Sexes Face Off
Adapted from “Why Aren’t Mediation and Arbitration More Popular?” First published in the Negotiation newsletter.
Many scholars have noted that the business community would greatly benefit from third-party dispute resolution services. The problem is, there isn’t much demand for mediation or arbitration. If the alternative dispute resolution field has in fact built a better mousetrap, why … Read Are You Overlooking Mediation?
Adapted from “For Better or Worse: How Relationships Affect Negotiations,” by Kathleen L. McGinn (professor, Harvard Business School), first published in the Negotiation newsletter.
Six years ago, Esther Lorenza, an experienced entrepreneur and the founder of a new Internet and catalog retailer, concluded that only one supplier could meet her unique product specifications and high standards … Read Choosing Your Next Relationship
Adapted from “Leverage Time to Your Advantage,” by Deepak Malhotra (professor, Harvard Business School), first published in the Negotiation newsletter.
Businesspeople often make the mistake of beginning negotiations only after an offer is on the table or after an old contract has expired. Why is this a problem? When money is at stake, it can be … Read Making Time for Relationships
Adapted from “The Perils of Powerful Speech,” first published in the Negotiation newsletter.
Death to modifiers! All hail the active verb. Be succinct.
Those are Strunk and White’s commandments for simple and direct writing. They also may be rules for establishing verbal power in negotiation—though not always, it turns out.
Linguistic studies have shown that hesitations (ums and … Read What Exactly Are You Saying?
Adapted from “What Negotiators Can Learn from Improv Comedy,” by Lakshmi Balachandra (lecturer, MIT Sloan School of Management) and Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
You’re onstage without a script, relying on your mind and wits to come up with lines and actions that advance the game. Should you trust … Read Think Fast!
Adapted from “Fickle Intuition,” first published in the Negotiation newsletter.
When it comes to trusting others, negotiators often rely on their gut instincts. Recent studies indicate, however, that extraneous factors can sway such judgments. For example, Michael Kosfeld and other University of Zurich researchers introduced a twist in a classic trust game in which subjects must … Read Check Your Impulses
Sreedhari Desai, the PON 2009-2010 Graduate Research Fellow was featured on the Harvard Business School website this week discussing her paper “When Executives Rake in Millions: Meanness in Organizations” (co-authored with Drs. Arthur Brief and Jennifer George). Click here to read the blog entry.
To download the full article, click here. … Read More
Multiparty Negotiation by Lawrence Susskind and Larry Crump (2008) won the International Association for Conflict Management’s 2008-2009 Outstanding Book Award at the 23rd annual IACM Conference last week.
The IACM committee stated that:
– This book is one of the most ambitious set of readings in recent memory, along side the Druckman and Diehl volumes on Conflict … Read More
Adapted from “I Know Exactly How You Feel,” first published in the Negotiation newsletter.
Theorists have long distinguished one-shot deals from repeated negotiations. People who know they’ll never see one another again may be tempted to take advantage of one another, for example. By contrast, parties in ongoing relationships, even ones that have a competitive edge, … Read When Emotions Converge
Adapted from “Create Value with Matching Rights,” first published in the Negotiation newsletter.
The problem: You and your counterpart have different ideas about how much freedom you should have to negotiate with others and/or how long your agreement should last.
The tool: Matching rights (sometimes known as rights of first refusal) are a contractual guarantee between negotiators … Read Expand the Pie with Matching Rights
