15 Jan Harvard Business Review Magazine December 2015
A reference book0%
Collaboration Team Building In The Cafeteria
Research shows that eating together enhances group performance.
Emotion and the Art of Negotiation
Often the more anger the parties showed, the more likely it was that the negotiation ended poorly.
Feeling or looking anxious results in sub-optimal negotiation outcomes.
Anxiety is most likely to crop up before the process begins or during its early stages. We’re prone to experience anger or excitement in the heat of the discussions. We’re most likely to feel disappointment, sadness, or regret in the aftermath.
Feeling or looking anxious weakens your bargaining power, so prepare and rehearse to stay calm, or ask a third party to negotiate for you.
People experiencing anxiety made weaker first offers, responded more quickly to each move the counterpart made, and were more likely to exit negotiations early (even though their instructions clearly warned that exiting early would reduce the value they received from the negotiation).
Excellent negotiators often make their counterparts feel anxious on purpose.
Anger often harms the process by escalating conflict, biasing perceptions, and making impasses more likely. It also reduces joint gains, decreases cooperation, intensifies competitive behavior, and increases the rate at which offers are rejected.
Building rapport before, during and after a negotiation can reduce the odds that the other party will become angry.
Managing Yourself Succeed in New Situations
Put yourself in the other person’s shoes
Practice your opening lines
Make the other person feel heard, valued, and respected
Write things down
Commit to paying attention
Repeat the name, and test your recall during the conversation
Write it down
Study and retest your recall
Use vivid imaginery
Use cheat sheets
Consider what you want and why
Determine whom to ask and if the time is right
Ask short, to the point questions
Say thank you and close the loop
Cultivate a buddy