Northeastern University

College of Business Administration

Negotiation, MGMT3302). Fall Semester, 2016(v August 12, 2016)
Professor Edward G. Wertheim.....112 Hayden Hall.....Boston, MA 02115
(617) 373 4725(voice mail).....E-Mail: e.wertheim@neu.edu....
Office Hours: Before and after class and other times with appointment

(This is subject to change)

Course Description:This course is about conflict resolution. Managers today find themselves negotiating numerous times every
week. This occurs every time that two or more people are in a situation where their goals and interests differ, at least in part. In
addition to what we formally think of as negotiation (contracts, clients, customers) managers are also engaged in a continuous series of
less formal negotiations-with bosses, subordinates, peers, group members, customers, clients, suppliers, etc.
Since we have been negotiating all our lives, most of us have some skills in negotiation but limit ourselves to a narrow intuitive
repertoire of familiar responses to conflict; yet todays workplace requires wide variety of skills and creative techniques; we need to
broaden our repertoire. For most of us, intuition is not enough.
Ironically, most of us have these skills as kids who often are highly skilled at satisfying their interests. As we get older our natural
born negotiator gets crushed; we learn not to ask for things we want because we fear it will harm the relationship. We get the message;
we get tentative about expressing our wishes; this causes many of us to become less confident as negotiators. The result is that many
of us feel a bit unsure going into a negotiation; we often feel we have left money on the table. We often feel we could have done
better.
We need to deal with the fears we have when we negotiate including that fear that other person has all the power or believe that bad
things will happen if you put your own interests on the table or believe the world will come to an end if you walk away.
For a manager these negotiation skills have become one of the most critical skills we need to be effective on our jobs (or in our
personal life as well). We need tools, formal structures, and models to draw from, and more practice with feedback from which to
develop our skills.
In this course we will cover the basic elements (strategies and styles) of negotiation. Using short lectures, role playing, and
simulations we will provide a number of situations for students to develop their skills and gain feedback. Each class will focus on
your practicing your negotiation skills in a role play. We will cover not only conflict in which you are a party, but also mediation,
where you are a third party helping to resolve a conflict. The main goal is to overcome the fears that are often associated with
negotiation.
Course Objectives: Negotiation is one of a number of conflict resolution techniques. The course focuses on the nature of conflict and
conflict resolution and more specifically on your gaining insight into your own strengths and weaknesses as a negotiator. Specifically,
by the end of the course, you will have the opportunity to..:
Understand what causes many of us to be less effective than we would like to be
Develop skills in gaining better outcomes in your future negotiations
Gain a better understanding of your tendencies and blind spots as a negotiator
Understand the difference between integrative (win-win) and distributive (win-lose) negotiations and develop your skills at both
Develop alternative strategies to being too hard or too easy as a negotiator; develop skills as a principled negotiator
Gain experience in multi-party negotiations
Gain experience in negotiating with a co-negotiator
Understand the importance of planning for a negotiation and how to do it
Understand the psychological dynamics of negotiation including, anchoring, framing, norm of reciprocity
Understand the tactics that are often used in negotiation such as consistency ploy, authority ploy, etc; learn how to deal with
hardball tactics
Understands the basics of mediation and practice mediation skills.
Pedagogy: Virtually every class will involve a role play and simulation; class members will be asked to prepare carefully for these
negotiations, and will try in every negotiation to best satisfy their interests. Students will be asked to serve as coaches; after each
negotiation, you will be asked to provide some feedback to your counterpart

Course Expectations: Negotiations in real life can be frustrating and uncomfortable. Similarly, some of the experiences in this course
may make you uncomfortable because they may mirror reality. By enrolling in this class, you are accepting this fact and your
commitment to take the negotiation seriously and take your responsibility in the learning of others seriously.
The course covers a different topic every week and centers on frequent role plays and simulations and meets only a few times.
Therefore, I ask for a commitment that students come to all classes barring an emergency. It is very difficult to make up a simulation
or role play. If you have to miss a class I expect you to contact me to try to work out a solution. Attendance is required to pass the
course. Please let me know as soon as possible if attendance is a problem.
I will be emailing roles to students, dividing up the roles equally. Any missing student creates a problem in that the numbers receiving
each role will be out of balance.
Each student will be asked to keep a journal (on Blackboard) with reflections on each exercise; entries should be made as soon after
the exercise as possible. Students are also expected to complete a PLAN for each negotiation; this is to be handed in. I also ask that
you take some time after each negotiation to provide some coaching to your counterpart (REPUTATION INDEX.. Since you will
welcome insightful constructive suggestions to help with your negotiation skills, you are asked to reciprocate appropriately and take
this very seriously. There will be a few short case analyses, and an assignment (Nightmare Negotiation) where you will be asked to
write up a negotiation from your personal experience. The Case Analyses are due at the beginning of class; if this is a problem, speak
with me and some leeway may be possible but under no circumstances can I accept a paper after class discussion or that paper has
been handed back.
I ask that you submit your journals on BLACKBOARD. Click on the JOURNAL button and add your entry. You can just copy
the template into the blog and fill in the content.
Other expectations
I expect you to come to each class very prepared to negotiate; you will have read your role and prepared your plan carefully.
Your fellow students will get very irritated if they spend a lot of time preparing and find themselves negotiating with
someone who hasnt prepared; the whole class is wasted for both
I expect that if you dont receive your role in a timely fashion, you will contact me to let me know there is a problem
I expect that if for some reason you are not prepared to negotiate, that you will let me know at the beginning of class
I expect that you will help coach other students in the course by providing feedback after each negotiation
I expect you to do the readings; most of class time will be devoted to simulations and debriefing the simulations; I will not spend
a lot of time discussing the readings but expect you to apply the readings in your case analyses and journal
Required Readings: Many students have given very positive responses to the two books assigned; they provide a nice framework
for thinking about negotiations. Many have suggested it is helpful to try to read these books in their entirety early in the course.
The chapters assigned dont necessarily apply to the cases assigned that week. The blackboard site has other readings that you
may find helpful.
Shell, Bargaining for Advantage
Malhotra and Bazerman, Negotiation Genius
Readings on Blackboard
Ethical Expectations: You are welcome to work together on any assignment although the work you submit should be your own.
However, in preparing for a role play, please only work together with people who share your same role.
Negotiation Role Plays: Every class will involve a simulation/role play. You will be assigned a role; paired with one or more
counterparts; given a case, instructions, and (often) confidential information; and asked to prepare and carry out a negotiation exercise.
It is essential for you and your classmates that you conscientiously prepare for, carry out, and share insights from these exercises.
You can imagine how you will feel if after carefully preparing for a negotiation, you are paired with someone who has not prepared. It
is a total waste of time, and I find that the frustration finds an outlet in the journal if not elsewhere.
You will receive confidential instructions for most of these exercises. In your negotiations, it is entirely up to you as to how muchif
anyof this information to disclose to the people with whom you are negotiating. Under no circumstances, however, may you show
the actual instruction sheet to anyone else. As a practical matter, this rule largely mirrors reality. After all, in most actual situations,
you cannot simply show the full set of your real underlying values and information to your negotiating counterparts.
Role assignments for the next class will be emailed to you soon after the last class. If you experience an unavoidable absence, you
must let me know as early as possible.

Grading

(25%) Negotiation Plans and Peer Coaching: this is measured by the quality of your plans (use the template) (plans are
graded: P=Pass; HP=High Pass.LP=LowPass
(20%) Journal: (on Blackboard) Please keep a journal (or debriefing) throughout this course; add an entry after each exercise
(15%) Analyses and exercises (The NO Exercise) (Note: late submissions will receive a penalty of at least a whole grade)
(20% )Quizzes and Final
Class Participation: Strong attendance and active participation in class discussion is expected. Poor attendance and lack of
participation will negatively affect your grade
(20%) Nightmare Negotiation: This assignment involves your writing up and analyzing a difficult negotiation you were involved
in . This assignment is due at the end of the course. If you want to submit the first part earlier to get some feedback, this is fine.
1 Descriptive: you will be asked to describe the situation and to provide a brief example of the dialog
2 Analysis: this part analyzes what happened, how well you did, what you might have done differently, and what you learned
from the experience
Final Deliverables. At this time other deliverables include:
Completed journal: the final journal is due at this same time; please add a half to full page summary of your journal; look
over your past journals and reflect on your evolution as a negotiator and what you need to work on in the future
Reputation index for all of your counterparts
The completed nightmare negotiation:
The No exercise if you havent turned it in earlier
_________________________

____________________________________________________

Date

Syllabus (this will change during the term)

Deliverables

Please note that this syllabus is subject to change as the course proceeds;
Required Texts: Shell, G. Richard, Bargaining for Advantage, Penguin, any edition
Malhotra and Bazerman, Negotiation Genius
Other Materials will be available on BLACKBOARD (http://blackboard.neu.edu)
Unless you have special needs that require you to use the computer in class for notes, please do not use any devices (laptop,
blackberry, cell phone, etc) in class. Occasionally I may ask you to bring a laptop to class
To get credit, assignments must be handed in on time (e.g. plans must be handed in before the negotiation, and case analyses
before the class discussions)
Negotiation plans can be submitted at the beginning of class or by email before class
I am teaching a number of courses this term; if you submit materials via email, it would help if you indicated in the subject
line what course; I like to move submissions to a file until I look at them and until I learn names, I want to put it in the right
place

This will be changed as the semester evolves so be aware

(BB): readings in Blackboard
September 9
Nature of
Negotiation
The basic
language of
Negotiation

September 13
Introduction

September 16
The Flow of
Negotiation
September 20
Psychology,
Evolution,
Cooperation,
and
Negotiation

September 23

Introduction to the Course

Try to make progress on your Getting to No Exercise;
Please go into Blackboard and familiarize yourself with the resources for
the course. Many of the assignments will ask you to use TEMPLATES
which are on Blackboard
Please share some information about yourself with the class. Use the
Google Form that was sent out
Elmtree: Discussion(please read the case; this will be sent via e-mail;
answer the questions on the sheet)( nothing to hand in)
Finish: The Elmtree Negotiation
Shell, Chapter 1,2,
Readings: (BB) TN1.1 What effective Negotiators do..(tn1.2) Basic
Advice//TN1.5 How to Sell Anything// (TN 1.5a)A Salesperson Guide
Sugar Bowl Exercise (sent out by email): submit plan via email before
class
XY Exercise (handed out in class) (journal and two peer reviews after)
Readings: Shell Chapter 3,4,5
The Law Books Case (sent via e-mail) (please read your role and do your
planning for it; submit your plan using the template
Readings:

September 30
October 4
Data in
Negotiation/
cognitive
biases

Start Journal (BB): add

your comments on
exercises in the first class
Sugar Bowl plan
Journal entry covering last
class
Journal (on blackboard)
and Peer coaching entries
for previous class

TN EV 1 The Evolution of Cooperation (Economist,

2011 1 pg)
TN EV 2 Origins of Negotiation
TN EV 2a The origins of Cooperation (Economist,
2006,1 pg)
TN EV 3 nice guys finish first brooks nyt may 16 2011
TN EV 4 The Basis of Cooperation (1 pg Y. Harari)
TN EV 5 Thirst for Fairness May Have Helped Us Survive (NYT 2011 1 pg)

Wright Case
Shell: Chapter 11; (BB) TN COMP 4) Keys to Competitive Bargaining and How
to detect a bluff ; TN COMP 1 How to Manage Someone you dont like

September 27

Deliverables:
submit background (student
bio)
bring your answers to the
ELMTREE case to the class

(not handed in) Think of a nightmare negotiation situation you have

been involved in (preferably from work); see the template (T4)
Oil Exercise (no advance preparation)
Shell, Chapters 6,7,8
Quiz
Case: Soap.com: prepare and submit your spreadsheet (via email before
class) (no formal plan required); be sure to create a revenue generator on
excel (your role will be emailed out)
Readings on Cognitive Biases (short articles)
(TN COGN1) Cognitive Biases and Irrational Tendencies (3pg)(TN COGN2) Anchor Trap
and how to avoid it (1pg)(TN COGN4) everybody's doing it (1 pg)

Prepare and submit Case

Plan; use the template
Journal for last class; peer
coaching for last class
Case analysis due on
Ride case
Prepare Spreadsheet for SOAP
case; email it to me before
class
Journal entry, peer coaching

More readings on Cognitive Biases

(TN COGN6) Are We Rational?...(TN COGN7) Psychological traps...The Con Game Rubin
(2pg)(TN COGN8) The endowment effect (1pg)(TN COGN9) Who You Are...David
Brooks (1 pg)

October 7
Finish SOAP
October 11
Dealing with
Difficult
People

Malhotra and Bazerman, Ch1, 9

(TN DIFF1) Analyzing difficult behavior
(TN DIFF4) difficult conversations...a brief summary

October 14
Emotions and
Negotiation

Case: Husky (Prepare and submit your plan)

M&B Chapter 3
(TN DIFF2) Coping with a difficult Negotiation Partner Susskind
(TN DIFF3) Responding to difficult people

October 18
Negotiauctions
October 21
International
Mediation

October 25
Creative
options
October 28
Deception
Friend v. Foe
November 1
November 4

November 8
Negotiation at
work:
salary
performance
review etc.
November 15
Multi-Party
Negotiations
November 18
Multi Party
Negotiations

November 22
Negotiating
Remotely
November 29
December 6
and 8

Prepare COMMODITIES case (nothing written is due on this casejust

bring your notes to class)
Readings about auctions: to be assigned
This class will focus on the 2015 negotiation over nuclear arms between
Iran and the P5+1.
Your homework is to identify a different negotiation that was critical to
your country. On the Google questionnaire, identify the negotiation and
answer the questions; this will be shared with the class.
Sally Soprano (emailed out): prepare and submit your plan before class;
include a spreadsheet if you think it would be helpful
Read: Read Malhotra and Bazerman, Chapter 1,2
Readings to be assigned
Finish Sally Soprano
Deeport (emailed): prepare and submit your plan before class
Read Malhotra/Bazerman, Chapters 3,4
Deeport Review
Case analysis due: KIDNAPPED (in blackboard)
MB Chapters 7,8
Find two interesting articles each discussing negotiations in a challenging
work situation. One should deal with negotiating over salary or
performance review; the other should relate to dealing with a difficult
boss, co-workers, customer, subordinate, etc. Put your information in the
Google Form that will be sent out.

Do Readings

Journal and peer coaching

for previous case

Peer Coaching
Journal
Prepare case

Journal and Peer Coaching for

previous case
Prepare Commodities case
Journal on Commodities
case; no peer coaching

Prepare case
Journal and peer coaching
after

Submit Deeport Plan

Case Analysis Due
Kidnapped; apply readings
from M&B
Submit your information on
the Google form

WTC Case(emailed): prepare and submit your plan before class

Read MB, Ch. 9

Prepare WTC Case

WTC Review
Submit Cross Cultural Assignment.. (email submission) prepare for a
negotiation in another culture by interviewing someone from that culture
(see Blackboard for sample questions)
Read MB: Finish
Much negotiation takes place without face to face interaction-(e.g. email,
skype); carry out the assigned role plays remotely
Reading M&B Chapters 10,12
Quiz
Mediation
Read GUIDE TO MEDIATION

Cross Cultural Assignment

submitted

Final Deliverables:
Nightmare Negotiation
All journal entries plus final overview journal
All peer coaching entries

Negotiate the assigned case

remotely

Prepare Mediation Roles

Work on Nightmare
Negotiation

Recommended Readings: The following are some of the popular sources on negotiation
Popular Books and articles
Adler, Robert S, (2007), Negotiating with Liars, MIT Sloan Management Review, 48, No. 4.
Arielly, Dan, (2015) The Honest Truth about Dishonesty ,Youtube, (https://www.youtube.com/watch?v=G2RKQkAoY3k) (This thirtyfour minute youtube summarizes Ariellys views on Dishonesty).
Arielly, Dan, (2015) The Honest Truth about Dishonesty (RSA Version) (YouTube) http://danariely.com/2012/10/20/the-honest-truthabout-dishonesty-rsa-animate-version/.
Arielly, Dan, Blog.
Arielly, Dan (2015) (Dis)Honesty: The Truth about Lies, a film available online (A Documentary about Lying).
Bolton, Robert. People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Touchstone, 2009
Bok, Sessile (1978) Lying: Moral Choice in Public and Private Life, New York: Pantheon Books.
Bosworth, Solution Selling, McGraw Hill, 1995
Brown, Peter and Steven Gaines. The Love you Make (How the Beatles Brian Epstein negotiated)
Brown, Scott. How to Negotiate with KidsEven if you think you Shouldnt: 7 Essential Skills to end conflict and Bring More Joy
into your Family. Viking Adult, 2003. (Applying negotiation concepts to family life)
Cohen, Herb., You can Negotiate Anything, Lyle Stuart, 1980 (one of the first popular books on negotiating)
DePaulo, Bella M., et al, (2003) Cues to Deception, Psychological Bulletin, Vol. 129, No. 1, pp 74-118.
Ekman, Paul, (1992) Telling Lies; Clues to Deceit in the Marketplace Politics and Marriage, New York: Norton..
Fisher, R, William Ury and Bruce Patton, Getting to Yes (Rev.), Penguin, 2011. (the most widely read book on the subject)
Fisher and Shapiro, Beyond Reason, 2007 (follow up to Getting to Yes)
Freeman, Seth: The Art of Negotiating the Best Deal , The Great Courses, The Teaching Company 2014 (terrific audio)
Grant, Adam Give and Take, Viking, 2013 (Wharton Prof shows nice guys can finish first)
Harvard Business School, Essential Guide to Negotiation, 2007.
Johnston, Peter D Negotiating with Giants: Get What you Want against the Odds. Negotiation Press, 2012.
Pinker, Stephen, (2007), The Stuff of Thought, New York: Viking.
Karrass, G, Negotiate to Close: How to make successful Deals, Simon and Schuster, 1985
Stone, Douglas, Bruce Patton, Sheila Heen and Roger Fisher, Difficult Conversations: How to Discuss What Matters Most.
Penguin Books, 2010.
Tannen, Deborah You Just Dont Understand, Ballantine, 1990
_______,Youre Wearing That: Understanding Mothers and Daughters in Conversation, Ballantine, 2006
Ury, The Power of a Positive No, Bantam, 2007
Ury, Getting Past No; Negotiating With Difficult People, Bantam, 1991
Watkins, Michael. Breakthrough Business Negotiations: A Toolbox for Managers, Jossey-Bass, 2002
Academic Books,
Babcock, Linda and Sara Laschever. Ask for it: how Women can Use Negotiation to get what they really want. Bantam, 2008. (widely
cited and very influential research on women and negotiations)
_____, Women Dont Ask: The High Cost of Avoiding Negotiation and Positive Strategies for Change. Princeton University Press,
2003.
Bazerman, M. and Margaret Neale, Negotiating Rationally, Free Press, 1992
Brandenburger and Nalebuff, Co-opetition, Currency Doubleday, 1996
Diamond, Jared. Guns, Germs, and Steel: The Fates of Human Societies. Norton, 1999. (evolution of cooperation, trust or lack of it)
Gray, Collaborating, , Jossey Bass,1989
Heifetz ,Leadership Without Easy Answers, , Belknap Harvard 1994
Kennedy, Gavin Field Guide to Negotiation: A Glossary of Essential Tools and Concepts for Todays Manager, Harvard Business
School Press, 1994
Lax and Sebenius,The Manager as Negotiator, Free Press, 1986
Lewicki, Barry and Saunders, Essentials of Negotiation, McGraw Hill, 2007
Menkel-Meadow, Carrie andMichael Wheeler, eds Whats Fair:Ethics for Negotiators, Jossey-Bass, 2010.
Moore, The Mediation Process, Jossey Bass, 1986.
Mnookin, Robert Bargaining with the Devil: When to Negotiate, When to Fight, Simon and Schuster, 2010
Mnookin, Robert H, Scott R. Peppet,and Andrew S. Tulumello. Beyond Winning: Negotiating to Create Value in Deals and Disputes.
Belknap Press, 2004 (applying interest based negotiation to legal cases)
Ostrom, Elinor. Governing the Commons: The Evolution of Institutions for Collective Action. Cambridge U Press 1990 (won Nobel
Prize for study of the Tragedy of the Commons problem)
Rackham, Neil. SPIN Selling. McGraw-Hill, 1988. (classic guide based on thousands of observations of sales calls)
Rackham, Neil and John Carlisle. The Effective Negotiator. Part I: The Behaviorof Successful Negotiators. Journal of European
Industrial Training 2(6): 6-11. (compares excellent to mediocre sales people)
Riaffa,The Art and Science of Negotiation, Belknap Harvard, 1982 (the original and still classic and relevant academic text)
Shell G. Richard,, (1991) When it is legal to Lie in Negotiations, Sloan Management Review.

Smith, Rethinking America, Random House, 1995

Smith, Adam, The Theory of Moral Sentiments, Digireads.com. 2011(surprising to see Smiths views on human cooperation)
Stone, Patton and Hean, Difficult Conversations, Harvard Negotiation Project, 1999
Susskind and Field, Dealing With An Angry Public, Free Press, 1996
Thompson, L, Mind and Heart of the Negotiator, 5th ed. Prentice Hall 2011(a widely used textbook)Wheeler, Michael, (2007)
Nonverbal Communication: Distinguishing Truth and Lies, Harvard Business School Teaching Note 5-908-016.
Wheeler, Michael and Dana Nelson (2007), Nonverbal Communication in Negotiation, Harvard Business School No. 903-081.

Cross Cultural Negotiations

Adler, N., International Dimensions of Organizational Behavior, South-Western, 2002 (widely used classroom text)
Salacuse, Jeswald W. The Global Negotiator: Making Managing, and Mending Deals around the World in the Twenty-First Century.
Palgrave Macmillan, 2003. (also widely used textbook)
Solomon, Richard, Chinese Negotiating Behavior, US Institute of Peace Press, 1999
Watkins and Rosegard, Breakthrough International Negotiations, Jossey Bass, 2001 (rich source of practical insights)
Profiles of Practicing (maybe great) Negotiators and books by Practicing Negotiators
Caro, Robert A. The Years of Lyndon Johnson, Vol II: Means of Ascent. Vintage, 2011. (great biography of master
negotiator)
_____. The Years of Lyndon Johnson, Vol. IV: The Passage of Power, Vintage, 2008.
Carter, Jimmy. Talking Peace: A Vision for the Next Generation, Puffin, 1995. (include peace agreement between Israel
and Egypt)
Donald, David Herbert. Lincoln. Simon and Schuster, 2011. (bio of the canny politician and negotiator)
Ellickson, Robert, Order without Law: How Neighbors settle Disputes, Harvard U Press,1991. (how people can get along
without law)
Goodwin, Doris Kearns. Lyndon Johnson and the American Dream. St. Martins Griffin, 1991 (profile of a great
negotiator)
Hamilton, Alexander, James Madison, and John Jay, The Federalist Papers. Acheron Press, 2012 (How there fan be a strong
central government with becoming a tyranny)
Hoyt, Austin, The Richest Man in the World: Andrew Carnegie, American Experience, PBS 1997 (negotiations among
titans)
Madison, James Notes on the Confederacy, Vices of the Political System of the US, in Letters and Other Writings of
James Madison 1769-1793 RareBooks Club.com, 2012 (how to deal with trust issue in government)
Morris, Errol, director, The Fog ofWar: Eleven Lessons from the Life of Robert S. McNamara, Sony 2003 (shocking and
poignant)
Neustadt, Richard. Presidential Power: Politics of Leadership from FDR to Carter, Wiley,1980 (classic on presidential
negotiation) must negotiate)
Oates, Stephen, Let the Trumpet Sound: The Life of Martin Luther King, Jr.HarperCollins, 1982 (MLK, Jrs approach to
negotiation)
Rees, Laurence. World War II behind Closed Doors: Stalin, the Nazis, and the West. BBC, 2009 (secret historic
negotiations)
Woolf, Bob. Friendly Persuasion: My Life as a Negotiator. Putnam 1990 (Terrific accounts by the great sports agent)

Negotiating at Work
Chapman, J., Negotiating your Salary, 2007
Alpert and Pollock, Compensation, Negotiation, and Salary, Wet Feet Press, 2007.
Farr, M, The Quick Interview and Salary Negotiation Book, JIST Publishing, 1995

International Peace Negotiations

Fortna, Virgina Page. Peace Time: Cease Fire Agreements and the Durability of Peace. Princeton U. Press, 2004 (study of
every ceasefire and peace agreement since 1945)
Johnston, Douglas and Cynthia Simpson, eds Religion, the Missing Dimension of Statecraft. Oxford U. Press, 1995.(Can
religion help in international negotiations?)

Basic Advice for Doing Well in Class Exercises

"Never Corner an Opponent" old Chinese proverb

It takes years to build a reputation and minutes to destroy it. W. Buffett
The "Ten" Commandments for Doing well in the Negotiation
Exercises
Do as well as you can for yourself; don't worry about doing
as well as others in the class. The notion of competing or
beating the other person is a disease that is very hard to
eradicate; in many situations when you bargain well, you and
everyone involved will obtain very good outcomes; in these
situations it is a big mistake to try to beat the other person; in
general, it is difficult to do well for yourself without helping
the other to do well for herself.
know yourself: concentrate on what you want to achieve and
think about how you want to feel at the end; of course, being
happy is not enough; aim at "optimal" (Pareto optimal)
solutions; try not to leave anything on the table
Prepare, prepare, prepare: get as much information as you
can about a negotiation before you begin
Have high but reasonable expectations
Listening and asking questions is your most critical tool; be
patient, ask for clarification, get information
Have a strong commitment to personal integrity
stay calm, cool, and collected
don't be competitive just for its own sake
be clear about whether you are in a competitive, cooperative,
or mixed situation
the most important outcome of a negotiation may not be
monetary
think strategically; what should you do next, what is the other
person saying now and what do their words and action
suggest, indicate, or imply;
afterward evaluate your performance; how could you have
improved
Tenth Commandment: Once it's over, it's over. Rater than
worrying about outcomes you didn't achieve, think about how
you will be more effective next time

Let emotions take over

Final words of advice

All competitive bargaining has the potential for integrative
elements; try to turn distributive bargaining into
integrative bargaininggo for a "win-win"
be flexible and invent options for mutual gain
be prepared, listen, communicate, listen, ask questions,
practice good listening skills
build a working relationshipalways consider the other
person's problems and situation
bargain in good faith; practice good etiquette
dont falsify intentions, information
assume your opponent is a twin..just as smart and bright as
you; he may have different preferences;; dont try to outsmart
him;
lying and making threats generally are not effective and often
backfire
review each negotiation and learn what works and what you
learned from each; fi nd what works for you
attack the problem, not the person; focus on interests, not
positions
negotiations are mostly attitude, not technique; be prudent
and prepared, don't let people take advantage and take the
high road

Great Negotiators:
Are patient and tireless.
Neither seek conflict nor shy away from it. They don't make
concessions out of a desire to be liked nor do they take
pleasure in injuring the other side.
Ask questions, listen, research, and learn.
Are steadfast in achieving their goals and fulfilling their
interests, but are flexible about means.
Begin searching for integrative solutions the moment they
Biggest Mistakes
begin preparing for a negotiation.
Neglecting the other side's problem
Stay open to new integrative solutions throughout the post Ignoring non-monetary issues (e.g. relationships, trust)
agreement period.
Letting positions drive out interests
Don't give things away. They recognize that even
Neglecting BATNA's
insignificant concessions on their own part may have value to
Escalation of commitment-desire to get a deal done when you
their opponents.
shouldn't
Are confident in their demeanors without being arrogant
Overcompetitiveness: myth of the fixed pie
Know the value of salesmanship. They use persuasive

Ignoring biases
visuals, language, and framing.,
Overvaluing or undervaluing
Are zealous in guarding their personal integrity and
Partisan perceptions
credibility
collected from various sources by Professor Edward
Frames (e.g. do you present a price as a 20% discount or
Wertheim,Northeastern University 2011
a 60% markup?)