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New research on negotiation from Harvard Business School faculty on issues including negotiation strategy, style, and tactics.
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When Gender Changes the Negotiation

by Dina W. Pradel, Hannah Riley Bowles & Kathleen L. McGinn

Gender is not a good predictor of negotiation performance, but ambiguous situations can trigger different behaviors by men and women. Here is how to neutralize the differences and reduce inequities. From Negotiation. Closed for comment; 0 Comments.

Making Credibility Your Strongest Asset

by Michael Wheeler

Dealmakers often forget the power of a good reputation. In this article from Negotiation, HBS professor Michael Wheeler tells why having a storehouse of credibility will put you head and shoulders above the competition. Closed for comment; 0 Comments.

What Perceived Power Brings to Negotiations

by Mallory Stark

What role does "perceived power" play in negotiations? For one thing, it may help all the parties take away a win at the table. Professor Kathleen McGinn discusses new research done with Princeton’s Rebecca Wolf. Closed for comment; 0 Comments.

How to Choose the Best Deal

by Michael Wheeler

Weighing different options can seem as difficult as comparing apples and oranges. The first step is to find the equalizer—then proceed from there, writes HBS professor Michael Wheeler in this article from Negotiation. Closed for comment; 0 Comments.

The Potential Downside of Win-Win

by Max H. Bazerman

You and your negotiating partner may reach a wonderful agreement for both parties, but have you forgotten people who aren't at the bargaining table, such as your consumers? HBS Professor Max H. Bazerman reflects in this article 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.

A Better Way to Negotiate: Backward

by James K. Sebenius

"When you map a negotiation backward, you envision your preferred outcome and think in reverse about how to get there," says Harvard Business School professor and negotiation specialist James K. Sebenius. From Negotiation. Closed for comment; 0 Comments.

Becoming an Ethical Negotiator

by Martha Lagace

Think you negotiate fairly? Harvard Business School professor Michael Wheeler and colleague Carrie Menkel-Meadow have co-edited a new book, What’s Fair: Ethics for Negotiators. Here’s a Q&A. 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.

Why Negotiation is Like Jazz

by Kathleen L. McGinn

Negotiation is improvisational—demanding quick, informed responses and decisions. Professor Kathleen L. McGinn lays out the score in this article from Negotiation. Closed for comment; 0 Comments.

Is That Really Your Best Offer?

by Michael Wheeler

In this article from Negotiation, HBS professor Michael Wheeler describes six "tells" of the bargaining table. Closed for comment; 0 Comments.

Negotiating Challenges for Women Leaders

by Martha Lagace

When negotiating compensation, women often sell themselves short. Some practical advice on claiming the power to lead in this interview with HBS professor Kathleen L. McGinn and Harvard's Hannah Riley Bowles. Closed for comment; 0 Comments.

The Ingredients of a Deal Disaster

by Ron S. Fortgang, David A. Lax & James K. Sebenius

A deal can unravel quickly if it doesn’t embody the mutual understanding—the social contract—behind the words on paper. The risk factors surrounding negotiation are detailed in this Harvard Business Review excerpt, co-authored by HBS professor James K. Sebenius. Closed for comment; 0 Comments.

How to Negotiate “Yes” Across Cultural Boundaries

by James K. Sebenius

Myriad factors can make or break a deal, according to Harvard Business School professor James K. Sebenius. As he explains in this excerpt from Harvard Business Review, the "web of influence" in many countries is more important than meets the eye. Closed for comment; 0 Comments.

Breakthrough Negotiation: Don’t Leave It On the Table

by Michael Watkins

Ponder this. Businesses are constantly involved in negotiations but rarely develop these skills in their leaders. Harvard Business School professor Michael Watkins explains the secrets of powerful negotiators. PLUS: Book excerpt. Closed for comment; 0 Comments.

The Negotiator’s Secret: More Than Merely Effective

by James K. Sebenius

What turns merely effective negotiators into all-out expert negotiators? The ability to overcome six common mistakes, according to HBS professor James K. Sebenius. In this excerpt from the Harvard Business Review, he describes one of the most glaring. Closed for comment; 0 Comments.

The Emerging Art of Negotiation

by Martha Lagace

A negotiation is rarely open-and-shut, but research is starting to reveal a number of ways that this complicated and often-volatile process might go a lot better for all concerned. HBS Professor Kathleen L. Valley, HBS Senior Research Fellow Max H. Bazerman and two colleagues point the way toward a new understanding of the psychology of negotiation. Closed for comment; 0 Comments.

Building Bridges: New Dimensions in Negotiation

by Anita M. Harris

How does a master negotiator negotiate? HBS Professor James Sebenius, founder of the school's Negotiation Unit, frames options in such a way that "what you choose in your perceived interest is, in fact, what I want." How does he accomplish this? Through what he calls "three-dimensional negotiation:" persuasion at the bargaining table; delving into the deeper interests that underlie the parties' positions; and a studied determination of whether to take the deal on the table or to walk away. Closed for comment; 0 Comments.