In this case study of conflict management, the Program on Negotiation offers advice drawn from negotiation research about forming negotiating teams and avoiding conflicts within teams and working groups. … Read More
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What is Group Negotiation?
Teamwork in a group negotiation can lead to improved outcomes, but conflicts within the group can emerge and cause negotiations to fall apart.
At some point in business, you can expect to be involved in a group negotiation. Unfortunately, the outcomes of teamwork are highly unpredictable. Sometimes groups cohere, reaching novel solutions to nagging problems, and sometimes infighting causes them to collapse.
But managed constructively, conflict can also be an asset in a group negotiation. The key to effective group negotiation and team decision-making is constructive dissent—disagreements that respectfully and productively challenge others’ viewpoints.
According to Harvard Business School professor Francesca Gino, we often wrap up negotiations too quickly and leave value on the table because we fear disagreeing with others, she says. By contrast, when we not only feel free to disagree with others but also are encouraged to do so, we open the door to different perspectives and foster a more rigorous decision-making or negotiation process.
A successful group negotiation team also needs to place an emphasis on diversity. Abundant research shows that diversity is an asset to teams and groups. When team members come from diverse backgrounds and have diverse experiences and knowledge, they bring information and perspectives to the table that can contribute to better decision making.
Beware, however, that in a group setting, if one or more negotiators dominate the proceedings, a leader might take that person or people aside to offer feedback or address the issue directly with the group, perhaps offering some quick training on active-listening skills.
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The following items are tagged group negotiation:
Promoting ethical negotiation is one of the steps we can take to reduce the odds that someone will try to deceive you, and is likely to be a more fruitful strategy than trying to improve your ability to detect lies. Negotiators tend to view lies on a spectrum ranging from marginally acceptable to egregious. Certain types … Read More
Conflict can, indeed, be an asset in team negotiation and decision- making, but only if it’s managed constructively. Even if you appreciate conflict, most people are more inclined to want to get along well with others. In groups and team negotiation, that motivation can hold us back from expressing viewpoints that diverge from those of the … Read More
Newly formed teams are often encouraged or even required to engage in team-building techniques and exercises, which might range from volunteering at a nonprofit together to sharing little-known secrets about each other to building a tower out of marshmallows and spaghetti. Although such activities can be effective at building bonds and trust, they don’t do … Read More
In group negotiation, turf battles—heated conflicts over territory, control, rights, or power—are common. Department heads clash over scarce resources. Companies, community groups, and governments get tied up in lawsuits over undeveloped land. Across the globe, fishing groups have depleted fish stocks in their rush to catch the biggest share for themselves. … Read More
In her new book, The Art of Gathering: How We Meet and Why It Matters (Riverhead Books, 2018),Thrive Labs founder Priya Parker, a professional facilitator with a background in conflict resolution, argues that most of us just go through the motions when planning events, whether a dinner party, a conference, or a negotiation. The result is … Read More
Group negotiations are a fact of managerial life, yet the outcomes of teamwork are highly unpredictable. Sometimes groups cohere, reaching novel solutions to nagging problems, and sometimes infighting causes them to collapse. How can you predict when conflict will emerge in groups, and what can you do to stop it? Dora Lau of the Chinese University … Read More
When engaged in a complex negotiation or dispute, how should a group come to agreement? Members might separate into factions and fight to have their voices heard. They might take a vote and let the majority rule. Or they can try to negotiate their way to consensus. There are almost as many ways of making group … Read More
When President Barack Obama first took office, in 2008, two-thirds of his top aides were men. Moreover, some of those men were known for their brash, dominant personalities, including then chief of staff Rahm Emanuel and economic adviser Lawrence Summers. Consequently, “the West Wing was a well-documented bastion of testosterone,” reports Juliet Eilperin in the … Read More
Here the Program on Negotiation offers a checklist of negotiation design categories. Whether your overall negotiation design is decide-announce-defend (DAD) or full-consensus (FC), or a hybrid of both, raising these issues is usually preferable to falling into a set of important decisions by default. … Read More
Tucked away in an idyllic corner of Maine is a summer camp that features many traditional American activities: singing around bonfires, flag raising ceremonies, Color Wars, and chilly dips in the lake. Less ordinary, however, are the daily dialogue sessions, where Israeli and Palestinian campers heatedly discuss their identities, homelands, politics, and pain. Meet Seeds of … Read More
Adapted from “Strength in Numbers: Negotiating as a Team,” by Elizabeth A. Mannix (professor, Cornell University), first published in the Negotiation newsletter, May 2005. The widespread belief in “strength in numbers” suggests that having more players on your team should be a benefit, not a burden. But this belief can lead team members to underprepare … Read More