A negotiation should satisfy both parties. If one walks away unhappy, they risk deals falling through before their time. To understand what a successful negotiation looks like from both sides, we need to understand what generates satisfaction with people. And it’s not just about the money or product. The Satisfaction Triangle John Lowry often says…
Cooperative (integrative) bargaining, unlike competitive (distributive) bargaining, does not assume it fixes the value being bargained. In competitive bargaining, the parties accept that whatever one side gains, the other side must lose. Cooperative bargainers, however, seek ways both sides can achieve their goals with as little cost as possible to the other side. To overcome…
The first move. The implications that surround who makes it, how it’s done, and how it may or may not lead to a favorable conclusion are well-documented. We see it happen in romantic relationships (who approaches whom, who calls first, etc.), in games (chess, checkers, etc.), in courts of law and most importantly for the…
When it comes to responding to conflict, we’ve all been there. Maybe someone says something that just gets under your skin; the team you’re leading just isn’t getting along, or you have some serious issues about the direction your company is going. It’s a fact: If you are a living, breathing human being, you’re going…
Think about the last time there was a conflict at your company. Did it cause a lot of drama—stopping people from getting their jobs done and creating lots of bad feelings along the way? Or even worse, produced an atmosphere of fear, anger and distrust? Or was it an occasion for your team members to…