Conflict Resolution

Medical-malpractice litigation can be a lengthy, expensive, and contentious process.
Lawyers on both sides might spend months or years conducting discovery and deposing
witnesses. As for settlement negotiations, they tend to occur late in the process and are often treated as a perfunctory step before a trial. … Learn More About This Program

The issue of bidder collusion raises a larger question for negotiators: What ethical responsibility do we have to those who aren’t seated at the table with us?
Harvard Business School professor Max H. Bazerman uses the term “parasitic value creation” to describe the common tendency of negotiators to focus so narrowly on identifying benefits for … Learn More About This Program

When financial disputes arise between longstanding partners, both insiders and outsiders often note, “It’s not about the money.” Simmering resentment, mutual blame for ongoing problems, poor communication, and other deep issues often underlie arguments over money and make conflict management all the more difficult. Parties may reach agreement on monetary issues, but if they fail … Learn More About This Program

The following question given to Program on Negotiation faculty member and a Senior Lecturer in Public Policy at the Harvard Kennedy School Hannah Riley Bowles: I recently figured out that I am one of the lowest-paid people at my level in my organization—even though I am one of the top performers. I am also one … Learn More About This Program

First adapted from “Do You Stretch the Truth?,” first published in the September 2012 issue of Negotiation.

Tell the truth: Have you lied to a salesclerk or service provider lately? Maybe you blamed a restaurant for messing up your reservation, though you suspect
you probably provided the wrong date over the phone.

Or, after missing a deadline to return … Read Conflict Management: Do You Stretch the Truth?

In our politically charged era, most Americans—Republicans, Democrats, and Independents alike—seem to be able to agree on one thing: in recent years, Congress has been a poor model of negotiation behavior. Battles sometimes seem to be fought less on principle than on a vindictive desire to beat the other side. Mutual respect is in short … Learn More About This Program

Psychologists have long known that an emotion triggered in one realm—anger over an argument at home, for example—can affect how we behave in a subsequent situation, including a negotiation. Such incidental, or unrelated, emotions might influence how fully we trust someone or how much we’re willing to pay for a product. Incidental emotions can even … Learn More About This Program

In the aftermath of events ranging from the Catholic Church’s child sexual abuse scandal to the 1994 Rwandan genocide, victims have received apologies from those who caused or perpetuated their suffering. Yet those who have been harmed are not always willing or able to forgive. In the context of business negotiations, when a counterpart apologizes … Learn More About This Program

At some point or another, most negotiators claim that a certain issue is a deal breaker.If you’re trying to sell your business, for instance, you might walk away from talks with a potential buyer who you believe would lay off many of your longtime employees. Or if someone asks you to go in on a … Learn More About This Program

Given the frequency with which companies air their private grievances, there must be an upside to going public, right?

In fact, there are several.

First, once you’ve threatened to take your dispute public, following through demonstrates your willingness to stand by your words.

In addition, being in the spotlight can motivate both sides to address their differences with … Learn More About This Program