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What History's Biggest Wars Teach Us About Leading in Peace

by Lane Lambert

Deepak Malhotra shares how critical moments in the Peloponnesian War, both World Wars, and the Cuban Missile Crisis offer lessons for business—and life. Open for comment; 0 Comments.

Handgun Waiting Periods Prevent Hundreds of Homicides Each Year

by Dina Gerdeman

Waiting-period laws reduce gun-related homicides by 17 percent and gun-related suicides by up to 11 percent, according to a study by Deepak Malhotra, Michael Luca, and Christopher Poliquin. Open for comment; 0 Comments.

The Impact of Mass Shootings on Gun Policy

by Michael Luca, Deepak Malhotra, and Christopher Poliquin

The authors constructed and analyzed a dataset of all United States gun legislation and mass shootings between 1989 and 2014, finding that mass shootings do lead to significant policy responses: Lawmakers introduce 15 percent more bills the year after a shooting, an effect that is 66 times larger than the impact of non-mass shooting gun homicides. When it comes to enacting laws, Republican-controlled legislatures loosen restrictions on guns. Overall, the results suggest that random and infrequent events can be crucial levers for policy consideration. In the context of gun policy, the results highlight the need for a broader approach to solve gun violence.

When Mass Shootings Lead to Looser Gun Restrictions

by Carmen Nobel

Do mass shootings lead to more gun-related legislation? The answer is yes, with an important twist, according to new research by Michael Luca, Deepak Malhotra, and Christopher Poliquin. Open for comment; 0 Comments.

How to Negotiate Situations That Feel Hopeless

by Carmen Nobel

In Negotiating the Impossible, Deepak Malhotra outlines key lessons for negotiating sticky situations, with examples that include the Cuban Missile Crisis, disputes in the National Football League and National Hockey League, and several instances of high-stakes deal-making where companies found themselves negotiating against the odds. Open for comment; 0 Comments.

Sharpen Your Negotiation Skills

by Sean Silverthorne

Everyone negotiates, but few negotiate well. Here is a collection of Working Knowledge articles and faculty working papers that detail some of the the skills needed to negotiate successfully. Closed for comment; 0 Comments.

Do Employees Work Harder for Higher Pay?

by Chuck Leddy & Harvard Gazette

In a recent field study, Duncan Gilchrist, Michael Luca, and Deepak Malhotra set out to answer a basic question: "Do employees work harder when they are paid more?" Closed for comment; 0 Comments.

When $3+$1 > $4: The Effect of Gift Salience on Employee Effort in an Online Labor Market

by Duncan Gilchrist, Michael Luca & Deepak Malhotra

Do employees work harder when they are paid more? This study shows that paying above-market wages, per se, does not have an effect on effort. The authors offered an experiment in a field setting that allowed them to test for the conditions under which higher wages elicit higher effort. They hired three groups of workers for a data entry task on the online labor market oDesk.com, telling them all that this was a one-time job. Group one ("3") was hired at $3 per hour. Group two ("3+1") was also hired at $3 per hour, but before starting work, people in group two were told that there was unexpectedly extra money in the budget and they would instead be paid $4 per hour. Group three ("4") was hired directly at $4 per hour, so that the "extra" money would not signal a salient "gift" from the employer. Our findings show that higher wages in which the gift was salient (3+1) led to higher and more persistent effort. However, higher wages by themselves (4) had no effect on effort compared to the lower wage (3) condition. Moreover, higher effort in the 3+1 group was strongest for employees with the most experience on oDesk, and those who had worked most recently on oDesk-exactly the kind of workers for whom our $1 additional payment was likely to be most salient (e.g., because it is not common in this labor market). Key concepts include: An employer has the ability to set an employee's reference point, and giving a surprise gift can be more impactful than simply paying higher wages. Targeted gifts-aimed at those who are most likely to interpret the additional reward as a gift-can be a cost-effective mechanism to reward employees, improve morale and increase productivity. However, reciprocity and gift giving are unlikely to explain all types of "efficiency wages" (i.e., "above market" wages) as we see them in the world around us because high wages that are baked into the hiring wage contract do not elicit the same productivity increase, but may induce greater effort by increasing the desire to keep a high-paying job if continued employment is possible. Closed for comment; 0 Comments.

How to Spot a Liar

by Carmen Nobel

Key linguistic cues can help reveal dishonesty during business negotiations, whether it's a flat-out lie or a deliberate omission of key information, according to research by Deepak Malhotra. Closed for comment; 0 Comments.

Cheese Moving: Effecting Change Rather Than Accepting It

by Carmen Nobel

In his new business fable, I Moved Your Cheese, Professor Deepak Malhotra challenges the idea that change is simply something we must anticipate, tolerate, and accept. Instead, the book teaches readers that success often lies in first questioning changes in the workplace and, if necessary, in effecting new changes ourselves. Q&A plus book excerpt. Closed for comment; 0 Comments.

HBS Faculty on Revolution in the Middle East and North Africa

Re: Deepak Malhotra

The historic events in North Africa and the Middle East are examined by three professors: Deepak Malhotra, an authority on negotiation strategy; Noel Maurer, an expert on the politics and economics of the energy business; and Magnus Thor Torfason, an authority on how behavior is influenced by the social structures of individuals and organizations. Key concepts include: The US response to events in the Middle East and North Africa needs to be guided by three key tenets of effective diplomacy: considering our enemies tomorrow, not just our friends today; identifying what makes these situations different from other, similar situations; and being steered by values that can be clearly and consistently articulated. Although they bring uncertainty and higher oil prices in the short term, these revolutions offer the possibility of enhanced representation that will bring the people in these nations more stability, public goods, and a better and more competitive business environment. In autocratic states, protestors always face the threat of violent retribution. Social media networks helped to allay fears by showing people beforehand that the protests would be huge, thus providing some reassurance that it would be difficult for the regimes to retaliate. However, powerful international networks formed through major organizations, such as the United Nations, may be necessary to determine whether the protests are ultimately successful. Open for comment; 0 Comments.

Unconventional Insights for Managing Stakeholder Trust

by Michael Pirson & Deepak Malhotra

Most organizations understand the need to manage stakeholder trust. The bad news: Most organizations don't really understand how to manage the difficult job effectively. However, for those companies wishing to reap the benefits of improved cooperation with suppliers, increased motivation and productivity among employees, enhanced loyalty among customers, and higher levels of support from investors, managing stakeholder trust is a prudent, if not critical investment. Trust management may require an appreciation for some unconventional insights regarding the appropriate investment of resources. Stakeholders differ in regard to the kinds and degrees of vulnerability they face; what they need to believe before they will trust also differs. Would-be trust managers will be wise to consider these varying needs and to anticipate the tradeoffs that exist in strengthening relationships with specific stakeholders. Key concepts include: Trust is multidimensional, and it is not obvious which dimension you need to focus on when dealing with any particular stakeholder group. Stakeholder groups have different needs and vulnerabilities. Efforts aimed at solving one trust problem can exacerbate others. Stakeholders of all types are interested in associating with organizations with whom they can identify, and with whom they perceive a match in values. Closed for comment; 0 Comments.

Psychological Influence in Negotiation: An Introduction Long Overdue

by Deepak Malhotra & Max H. Bazerman

This paper attempts to encourage a better dialogue between research on social influence and on negotiation. It provides an overview of the literature on both areas, and identifies opportunities for creating more effective and useful research. First, HBS professors Deepak Malhotra and Max Bazerman identify those elements of psychological influence that do not require the influencer to change the economic or structural aspects of the bargaining situation in order to persuade the target. Second, they review prior research on behavioral decision-making in negotiation to identify those ideas that may be relevant to influence in negotiation. Third, they provide a framework for thinking about how to leverage behavioral decision research to wield influence in negotiation. Fourth, they consider how targets of influence might defend against these tactics. Fifth, because psychological influence is, by definition, aimed at achieving one's own ends through the strategic manipulation of another's judgment, they consider the ethical issues surrounding its application in negotiation. Key concepts include: A broader research field of negotiation is needed, one that more closely matches real-world views of what negotiation entails. This paper conceptualizes and organizes a new domain of academic inquiry—psychological influence in negotiation—contrasting it with literature on social influence. The last 50 years of research on social influence has focused largely on economic and structural elements of influence. However, psychological influence is an interesting and important domain of study in its own right, and is very relevant to the field of negotiation research. Closed for comment; 0 Comments.

Dealing with the ‘Irrational’ Negotiator

by Deepak Malhotra & Max H. Bazerman

"Negotiators who are quick to label the other party 'irrational' do so at great potential cost to themselves," say HBS professors Deepak Malhotra and Max H. Bazerman. Their new book, Negotiation Genius, combines expertise in psychology with practical examples to show how anyone can improve dealmaking skills. In this excerpt, Malhotra and Bazerman describe what to do when the other party's behavior does not make sense. Open for comment; 0 Comments.

Five Steps to Better Family Negotiations

by John A. Davis and Deepak Malhotra

Family relationships are complicated, even more so when your uncle, mother, or daughter is your business partner. Harvard Business School's John A. Davis and Deepak Malhotra outline 5 ways to analyze and improve dealmaking and dispute resolution while protecting family ties. Closed for comment; 0 Comments.

When Not to Trust Your Gut

by Max H. Bazerman & Deepak Malhotra

Most of us trust our intuition more than we should, especially when the pressure is on in negotiations. Professors Max Bazerman and Deepak Malhotra on negotiating more rationally. From Negotiation. Key concepts include: Too much trust in intuition can lead to irrational decisions. Employ "System 2" thinking to apply logic even in times of stress and indecision. In negotiations, schedule more time than you think you will need. Closed for comment; 0 Comments.

Four Strategies for Making Concessions

by Deepak Malhotra

"Concessions are often necessary in negotiation," says HBS professor Deepak Malhotra. "But they often go unappreciated and unreciprocated." Here he explains four strategies for building good will and reciprocity. From Negotiation. Closed for comment; 0 Comments.

Six Steps for Making Your Threat Credible

by Deepak Malhotra

It damages your reputation, your company, and the deal if you make empty threats in negotiation. In this article from Negotiation, HBS professor Deepak Malhotra explains six steps for powerful follow-through. Closed for comment; 0 Comments.

How to Harness Auction Fever

by Manda Salls

HBS assistant professor Deepak Malhotra talks about the phenomena of "auction fever" in which bidders are driven to win at irrational costs. Closed for comment; 0 Comments.

Six Ways to Build Trust in Negotiations

by Deepak Malhotra

All negotiations involve risk. That’s why establishing trust at the bargaining table is crucial. Professor Deepak Malhotra presents strategies to build trustworthiness. From Negotiation. Closed for comment; 0 Comments.