Negotiating via Skype and other videoconferencing tools is an effortless way to bring parties together, but there are potential drawbacks that you need to consider.
The drama surrounding the departure of Uber’s longtime CEO points to the value of negotiating leadership shifts in a way that minimizes disruption.
Harvard Business School professor Max H. Bazerman describes how web-based negotiations could increase efficiency and trust in many realms.
When Donald Trump visited the White House soon after being elected president last November, then-president Barack Obama urged him to keep in place the Deferred Action on Childhood Arrivals (DACA) program that Obama instituted through executive fiat in 2012. The program shields from deportation about 800,000 young people who were brought to the United States illegally and grants them work permits. Obama warned Trump that he would publicly berate him if he revoked DACA, according to Politico.
The feelings we have after one negotiation can affect how well we perform in subsequent negotiations with other counterparts, new research shows.
In negotiations with journal publishers, research institutions try for a “big flip.”
Q: Last week I sat in on a negotiation among some of our company’s partners. Just when it seemed that they had reached a stalemate, my boss cracked a joke that instantly lightened the mood. Almost magically, she was able to rejuvenate the conversation—and reemphasize her position—in a way that proved effective. But I can also recall times when jokes have flopped in meetings. This experience left me wondering: When and how should I use humor during negotiations (if at all)?
Although the House narrowly passed its American Health Care Act in May, Senate Republicans repeated many of the House’s mistakes when they tried and failed to pass their own version of the bill in July.
In negotiation, some justifications are more persuasive than others, new research suggests.
Q: I am a real-estate agent working in a relatively active market. Unfortunately, market conditions mean I often am delivering bad news to buyers: houses go off the market before I can arrange a walk-through; my clients’ offers often are countered very aggressively or rejected outright; and sellers may not be willing to agree to my clients’ terms. I have noticed that delivering bad news to my clients can sour our relationship; they seem to like me less. It is important that I have a pleasant and trusting working relationship with my clients. What can I do to prevent clients from “shooting the messenger”?
