Successful negotiators work hard to ensure that when they and their counterpart leave a negotiation, both sides feel satisfied with the agreement. Why should you care whether the other side is pleased with negotiations or not?
… Read Managing Expectations in Negotiations 
maurice e schweitzer
The following items are tagged maurice e schweitzer:
The Anchoring Effect and How it Can Impact Your Negotiation
Goal setting affects performance. In a review of goal-setting research, negotiation scholars Deborah Zetik and Alice Stuhlmacher of DePaul University found that when negotiators set specific, challenging goals, they consistently outperform those who set lower or vague goals.
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Using Conflict Resolution Skills: Trying to Forgive and Move Forward
In business negotiations, when a counterpart apologizes for harming or offending you, should you forgive and move forward? What if doing so seems impossible?
… Read More
Using Body Language in Negotiation
Negotiation experts typically advise us to meet with our counterparts in person whenever possible rather than relying on the telephone or Internet. As convenient as electronic media may be, they lack the visual cues that help convey valuable information and forge connections in face-to-face talks. Without access to gestures and facial expressions, those who negotiate … Read Using Body Language in Negotiation
The Art of Negotiation: Anger Management at the Bargaining Table
Displays of anger can pay off for negotiators, at least when it comes to claiming value in negotiation, research shows. Viewing angry negotiators as formidable opponents, we respond to their demands by making concessions, professor Gerben A. van Kleef of the University of Amsterdam and his colleagues found in research from 2004.
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The Impact of Anxiety and Emotions on Negotiations
Intense negotiation scenarios, we often choose to consult an expert for advice, preferably someone who has carried out hundreds of similar deals with great success. When we consult with others on our negotiations, we must weigh their advice against our own opinions and research. Past negotiation research finds that we tend to undervalue advice from … Read More
Learn How to Detect Lies in Negotiation
Whether we like it or not, negotiators often lie. Researchers have found that while most of us are generally aware of this fact, few of us are adept at detecting actual lies in negotiation.
In two studies, Maurice E. Schweitzer and Rachel Croson of the Wharton School at the University of Pennsylvania move beyond the challenge … Read Learn How to Detect Lies in Negotiation
Negotiation Ethics May Be a Slippery Slope
Negotiation researchers have refuted the widespread belief that honesty varies widely among individual negotiators. Rather, because people respond strongly to their environment, personal standards for negotiation ethics often vary depending on the context.
… Read Negotiation Ethics May Be a Slippery Slope
Negotiating Skills and Negotiation Tactics – Body Language in the Negotiation Process: Confront Your Anxiety, Improve Your Results
Body language, and how to monitor and interpret it, is a negotiating skill and negotiation tactic every effective negotiator should add to her skillset according to negotiation research.
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Negotiation Research: A Downside of Anger
We know that anger leads negotiators to make riskier choices and blame others when things go wrong. In a new study, researchers Jeremy A. Yip and Maurice E. Schweitzer find that anger also leads us to engage in greater deception in negotiation—even when it’s not our counterpart who angered us.
In one of the study’s experiments, … Read Negotiation Research: A Downside of Anger
Promoting Fair Outcomes in Negotiation
So, you believe you’ve done everything you can do create value in your negotiation. You engaged in logrolling, making trades based on your and the other party’s different preferences on particular issues. You brainstormed new issues to add to the discussion, added a contingent contract, and proposed multiple offers simultaneously to identify which your counterpart … Read Promoting Fair Outcomes in Negotiation
Drinks at the White House? Clinton Plans on It
The practice of using alcohol to grease the wheels has a long and storied role in famous negotiations. In recent decades, shared drinks during adversarial bargaining helped lead to breakthroughs in conflicts in Serbia and Northern Ireland, for example.
… Read Drinks at the White House? Clinton Plans on It
How to Avoid the Negative Impact of Goal Setting: Setting Realistic Objectives in Negotiations
Imagine that you’re a freelance marketing consultant who is negotiating the conditions of a long-term assignment with a new client. As you think about what you will charge, you set a goal that you consider to be challenging but not impossible. The project manager balks when you first quote your rate, but you end up … Read More
The High Cost of Bad Advice at the Negotiation Table
If you’re thinking about buying a house, one of your first moves may be to choose a real estate agent who can advise you through the process. If you want a big-name publisher to buy your book, you probably will try to sign on an experienced literary agent as your counselor and advocate. Less formally, … Read More
Negotiation Skills in Business Communication: Heading Off Deception
In all types of negotiations and across all phases of the process, people can sometimes misrepresent or fail to tell the truth. Individual negotiators lie with the hope of improving their own outcomes. When negotiating his salary with the Cranbury, N.J.–based pharmaceutical marketing firm Carter-Wallace in 1997, Robert Bonczek misrepresented his prior title and salary … Read More
Negotiation Ethics and Lies at the Negotiation Table
Negotiation ethics can be linked to context and environment – as well as to jealousy experienced by negotiating counterparts. The negotiation research of Maurice E. Schweitzer and Simone Moran is discussed.
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Conflict Resolution: When Forgiveness Seems Elusive
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 … Read More
Goals Gone Wild
Max H. Bazerman sat down with Sean Silverthorne of Harvard Business School’s Working Knowledge to discuss goal setting and how to effectively set goals on an individual and organizational level.
Researchers from top business schools have collaborated on research demonstrating that, in some cases, goal setting may actually do more harm than good.
… Read Goals Gone Wild
How comparisons affect satisfaction
Social comparisons are a critical factor in guiding negotiator satisfaction, Maurice E. Schweitzer of the University of Pennsylvania and Yale psychologist Nathan Novemsky have found in their research. Not only do negotiators compare their profit from a deal with the profit they imagine their counterpart earned, but they also compare their profit with the profits … Read How comparisons affect satisfaction
When negotiation goals backfire
Adapted from “Managers: Think Twice Before Setting Negotiation Goals,” first published in the Negotiation newsletter, May 2009.
In the years leading up to its collapse, energy-trading company Enron promised its salespeople large bonuses for meeting challenging revenue goals. This focus on revenue rather than profit contributed to widespread fraud and, ultimately, to the firm’s downfall.
To encourage … Read When negotiation goals backfire
How to Avoid the Status Trap
Adapted from “Don’t Get Stuck in the Status Trap,” first published in the Negotiation newsletter, September 2009.
Graduating MBA students often tend to choose their first postgraduate jobs based on vivid aspects of their job offers, such as a high starting salary or the prestige of the firm, Harvard Business School professor Max H. Bazerman has … Read How to Avoid the Status Trap
Put Apologies in Your Toolbox
Adapted from “Regain Your Counterpart’s Trust with an Apology,” first published in the Negotiation newsletter.
The problem: Whether you meant to or not, you’ve hurt or offended your negotiating counterpart through your words or actions. Perhaps you’ve shown up late for an appointment one time too many, neglected to follow through on a key contract term, … Read Put Apologies in Your Toolbox
Avoid the Green-eyed Monster
Adapted from “Negotiating with the Green-eyed Monster,” first published in the Negotiation newsletter.
Envy can cause us to engage in deception at the bargaining table. That’s the cautionary finding of research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
Why might negotiators be more … Read Avoid the Green-eyed Monster
The Power of Schadenfreude
Adapted from “Negotiating with the Green-eyed Monster,” first published in the Negotiation newsletter.
Envy can cause us to engage in deception at the bargaining table. That’s the cautionary finding of recent research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
In one experiment, Israeli … Read The Power of Schadenfreude
Smoking out liars
Adapted from “How Body Language Affects Negotiation,” first published in the Negotiation newsletter.
In a real-life example of the power of image, Christian Karl Gerhartsreiter, a German, successfully passed himself off as a member of the Rockefeller family for many years while living in the United States. Armed with little more than an aloof personality and … Read Smoking out liars
Compare and contrast
Adapted from “What Makes Negotiators Happy?” First published in the Negotiation newsletter.
We all know that people have a strong need to compare their outcomes with those of others. So a negotiator’s mostly likely target of social comparison is her opponent, right?
Maybe not. Nathan Novemsky of the Yale School of Management and Maurice E. Schweitzer of … Read Compare and contrast
How to say “I’m sorry”
Adapted from “Wise Negotiators Know When to Say ‘I’m Sorry’” by Maurice E. Schweitzer, Associate Professor, the Wharton School at the University of Pennsylvania.
In negotiation, it’s unavoidable: sooner or later, you’ll do or say something that offends or hurts your counterpart. Whether or not the harm you cause is intentional, you’ll need to rebuild trust … Read How to say “I’m sorry”