Under certain conditions, women may work harder than men when negotiating on behalf of others, suggests a study by Harvard professors Hannah Riley Bowles and Kathleen McGinn, and Carnegie Mellon University professor Linda Babcock. … Read More 
You may be negotiating for others, but that doesn’t mean they should be looking over your shoulder. Negotiators often have trouble bargaining effectively in the presence of onlookers, according to researchers Karen Jehn and Lindred Greer of Leiden University in the Netherlands. … Read More
A discussion with:
Ambassador Nicholas Burns: Professor in the Practice of Diplomacy and International Politics at Harvard’s John F. Kennedy School of Government. He served in the United States Foreign Service for twenty seven years until his retirement in April 2008. He was Under Secretary of State for Political Affairs from 2005-2008, the nation’s highest ranking … Read More
Upset by a delay in the delivery of one of your products, a longtime buyer threatens to turn to the media unless you meet his extreme demands. Not only is the relationship in jeopardy, but your company’s reputation seems to be as well. What should you do?
Let’s explore another relm of negotiation advice for an … Read Think Like a Hostage Negotiator
The Clearinghouse at PON offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Win as Much as You Can is a four-person, simplified, iterated prisoner’s dilemma exercise.
SCENARIO: This exercise is analytically similar to both the Oil Pricing and Pepulator Pricing exercises. Participants’ sole objective is to maximize their … Read Practice taking risks
On the heels of an intricate negotiation, conditions change for the worse. Crops fail, the price of oil skyrockets, one side issues an earnings restatement, or the market as a whole is a lot less promising than it was when you negotiated the initial terms. Suddenly your agreement has lost its luster. How should you … Read Keeping Your Cool when the Negotiations Get Hot
Common psychological barriers lead us to overvalue our possessions. That can be a problem when it’s time to get rid of them. Some possessions truly are priceless—we wouldn’t part with them for any amount of money. Others are virtually priceless, or “pseudosacred,” according to Harvard Business School professor Max Bazerman. We might claim that these … Read You Want How Much for the Mug?!
Basic negotiation skills may seem easy to apply in business situations but what about when business and family collide?
For example, a 69-year-old CEO of a large financial firm that has been in his family for three generations is considering retirement. He has three children who may be interested in taking over the business in addition … Read Negotiating When Business and Family Collide
The recent dispute between the Writers Guild of America (WGA) West and East and the Alliance of Motion Picture and Television Producers (AMPTP) illustrates how a disagreement at the negotiating table can lead to a long and costly strike. As the two sides battled back and forth, AMPTP member companies laid off support staff, and … Read How to Defuse a Strike
What happens when disputants feel like they have invested too much in a conflict to back down?
There are a number of reasons that negotiations fail and lead to protracted strikes, often to the detriment of both parties.
Both sides frequently believe that their case is stronger due to overconfidence. If one side doubts the other’s claims … Read Why We Strike
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
