Featured Article

In business negotiation, get your words’ worth

Subtle differences in language choice can have a big impact on negotiated outcomes.
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To trust or not to trust?

When choosing new business partners, we size them up to decide whether they are trustworthy. Interestingly, the way in which we make such determinations depends a great deal on our national culture.
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Counteracting racial and gender bias in job negotiations

Discrimination and fear of a backlash keep women and minorities from earning as much as white men, new research confirms. To level the playing field, organizational leaders need to be proactive.
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What to do when negotiators seem to bargain in bad faith

Amazon’s auction for its second headquarters may have been little more than a publicity stunt. Protect yourself and your organization from wasting time with disingenuous negotiating partners.
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Negotiating Jewish identity

What does it mean to be Jewish in America? What challenges does the American Jewish community face? These questions prompt many conflicting answers—and many opportunities for negotiation, writes Robert Mnookin in his new book, The Jewish American Paradox: Embracing Choice in a Changing World.
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Anchoring for maximum effect

New research on offer precision and “phantom anchors” can guide us on how to get talks off on the right foot.
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Facing controversy? Don’t forget to negotiate

The National Football League fumbled in its attempts to deal with player protests surrounding the national anthem. Here’s how to learn from the league’s mistakes.
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Building trust with reluctant counterparts

Tetsushi Okumura is a professor at the Tokyo University of Science and has been a visiting scholar at Northwestern University’s Kellogg School of Management. Recently, Okumura has been interviewing Japanese government negotiators to identify strategies they used to make headway in difficult negotiations with private citizens.
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Frustrated by a meddling boss? Negotiate your authority from the start

Before representing your organization in talks, negotiate your mandate with superiors.
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When our “principles” crash up against our negotiation goals

A billionaire’s fight to keep a gate locked could have upended public beach access nationwide—to his dismay. It’s a cautionary tale for negotiators who are tempted to draw a line in the sand.
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