Claim your free copy from the Program on Negotiation at Harvard Law School.
Discover How to Handle Conflict Management with an Appeal to Common Goals
In our special free report – The New Conflict Management – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners. Featuring three case studies, this valuable report provides proven strategies for leveraging opportunity out of conflict, and tips for creating value and improving relationships, even with difficult people.
This free special report provides insights and strategies on resolving conflicts. You will discover how to:
- Determine when to litigate, negotiate, or pursue both strategies simultaneously
- Negotiating with difficult people
- Creating value in the midst of disputes
Throughout the report, you will discover step-by-step techniques for overcoming conflicts, reaching resolutions, and finding new sources of value.
The approaches outlined in this report highlight the importance of negotiation training, skills, and knowledge. Complementing the tips and lessons provided is the Program on Negotiation’s flagship program, Negotiation and Leadership.
You will learn how to:
Create value in the midst of disputes
While some managers treat disputes as if there are only two choices – your way or mine – others solely focus on compromise, attempting to give up as little as possible to reach agreement. Neither of these mindsets serves negotiators well. Learn how savvy business leaders find value, even in the throes of seemingly intractable business disputes.
Negotiate with difficult people
At times, we all have to deal with difficult people. They might be stubborn, arrogant, hostile, greedy, or dishonest. But you can reach resolution and get the results you want by following three clear action steps that are designed to turn adversaries into partners.
Determine whether to litigate, negotiate, or pursue both strategies simultaneously
Litigation and negotiation are not mutually exclusive. Dispute resolution sometimes requires both a power-based and an interest-based approach, such as the simultaneous pursuit of litigation (the use of legal power) and negotiation (attempts to reconcile each party’s interests). Find out how to keep interest-based bargaining alive even after legal action has been initiated.
Robert H. Mnookin
Samuel Williston Professor of Law
Faculty Chair, Program on Negotiation
Harvard Law School