Cross Cultural Negotiation Example: Negotiation Ethics and Culture

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As Professor Cheryl Rivers of Queensland University of Technology in Brisbane, Australia, points out in a recent literature review, seasoned negotiators often hear stories about the unethical behaviors of people of other nationalities. Perhaps the toughest problems arise surrounding what Rivers calls “ethically ambiguous” negotiation tactics. Ambiguity can lead us to reach sinister conclusions about

Bill T. Jones: The dancer, the singer, the cellist ... and a moment of creative magic

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Legendary dance choreographer Bill T. Jones and TED Fellows Joshua Roman and Somi didn't know exactly what was going to happen when they took the stage at TED2015. They just knew they wanted to offer the audience an opportunity to witness creative collaboration in action. The result: An improvised piece they call "The Red Circle and the Blue Curtain," so extraordinary it had to be shared ...

Stop outsiders from sabotaging your deal

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A deal had been a long time coming. Back in November 2013, Iran agreed to limit its nuclear enrichment program in exchange for lighter economic sanctions from Western nations. To hammer out the details, Iran entered into talks with six nations: China, Russia, France, Germany, the United Kingdom, and the United States. Eventually, the talks

Dear Negotiation Coach: Learning from experience

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Q: I work with a group that has completed several mergers and acquisitions on behalf of our organization in recent years. We would like to assess how well we have done and where and how we might improve. What’s the best way to go about this?
A:Across all kinds of business negotiations, assessing a team’s performance

In business disputes, negotiation doesn’t mean backing down

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Imagine that you’re an up-and-coming singer who has suddenly scored the pop hit of the year. You should be on top of the world, but rumors have been flying that you and your cowriters lifted your melody from a much older song. You know you did nothing wrong—certainly not intentionally—and are frustrated by the implication

In negotiation, are two anchors better than one?

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Suppose you are about to negotiate the price of your used car with a potential buyer. You know that the fair market value of the car is about $5,000–$6,000. You want to make an opening offer that is aggressive but not offensive. Should you name a specific price—say, $7,000—or suggest a price range, such as

Abe Davis: New video technology that reveals an object's hidden properties

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Subtle motion happens around us all the time, including tiny vibrations caused by sound. New technology shows that we can pick up on these vibrations and actually re-create sound and conversations just from a video of a seemingly still object. But now Abe Davis takes it one step further: Watch him demo software that lets anyone interact with these hidden properties, just from a simple video.

How NOT to Talk about the Competition

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Last summer I received a text from a friend cursing my basketball team in the upcoming season. We had just lost a star player and my friend was dancing in the streets. (He cheers for the rival team.) I took it in stride and fired back a zinger about how his team hadn’t won a championship in years. Back and forth we went in good fun. (And of course I won and took the last word!)

Social Media Marketing: How Lilly Pulitzer, Kahlua and Neiman Marcus use brand influencers

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Creating company-branded content can be a waste of time and resources if audiences aren't engaging with it. Read on to learn from three big brands — Lilly Pulitzer, Kahlua and Neiman Marcus — for tips on how to create branded content that actually engages.

Negotiation Examples and Negotiation Techniques: Six Strategies for Building Trust in Negotiations

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To maximize the joint gain created by a deal, both sides need to take risks which requires building trust in negotiations. Here’s how negotiators can establish the necessary trust.
What began as a misunderstanding about specifications and deadlines between a manager at RLX, a software development firm, and a manager at Impress, one of its clients, had

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