negotiation dynamics case study

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Case Study: When Two Leaders on the Senior Team Hate Each Other

• Boris Groysberg
• Katherine Connolly Baden

How should a CEO address friction between his CFO and the sales chief?

In this fictional case, the CEO of a sports apparel manufacturer is faced with an ongoing conflict between two of his top executives. Specifically, the head of sales and the CFO are at each other’s throats and the tension is having a ripple effect on their teams and the rest of the organization. The CEO, who tends to avoid conflict himself, is struggling with how to respond. His options include changing the company compensation scheme to encourage better collaboration, firing the two leaders, getting them each a coach, and doing more team building activities.

The feedback in the 360-degree reviews was supposed to be anonymous. But it was crystal clear who’d made the negative comments in the assessment of one executive.

• BG Boris Groysberg is a professor of business administration in the Organizational Behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He is the coauthor, with Colleen Ammerman, of Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work (Harvard Business Review Press, 2021). bgroysberg
• KB Katherine Connolly Baden is a research associate at Harvard Business School.

Partner Center

• Scroll to top

Unlocking Success: The Role of Negotiation Case Studies in Business and International Contexts

• Author Georgie Mclean
• Published 3 March 2024

Negotiation is an integral skill in both personal and professional settings, dictating the success of interactions ranging from everyday decisions to major corporate deals. This article delves into the importance of case studies, providing a structured path to mastering this crucial skill through examples and analyses. We explore how these case studies can improve negotiation skills, the best types of cases to study, and where to find real-life scenarios.  

How Will Case Studies Help M e Improve As A Negotiator?  

Case studies are not just stories; they are valuable learning tools that provide insights into the dynamics of negotiation processes. They help in understanding both successful strategies and common pitfalls. Through analysis of different negotiation scenarios , such as famous business case study examples, individuals learn to anticipate potential challenges and react appropriately, enhancing their negotiation capabilities significantly.  

Case studies often detail the strategies used by negotiators, the outcomes achieved, and the lessons learned. They allow individuals to see the application of theoretical principles in real-world contexts, helping to bridge the gap between knowledge and practice. By studying varied international negotiation scenarios and corporate deals, individuals can broaden their understanding and adaptability, which is crucial for successful negotiations.  

What is the Best Type of Negotiation Insight Example to Study?  

The best type of insight depends on one’s professional needs and the complexity of the negotiations they face. For students and newcomers to negotiation, starting with basic ones that cover essential principles, such as the example of negotiation between two companies, can be very beneficial. As one advances, more complex scenarios involving multiple parties or high stakes, like those seen in international negotiations or government agreements, can provide deeper insights.  

Business case studies often involve a range of elements such as deadlines, legal implications, and high financial stakes. Studying these cases helps in understanding sector-specific nuances and can prepare employees for similar challenges in their fields.  

Where Can I Find Real Life Business Negotiation Case Studies?  

Real-life cases on negotiation can be found in several places: 

• Books and eBooks: There are numerous books dedicated to negotiation techniques that include detailed case studies. Books specifically focusing on  negotiation cases for students are also available.  
• Training Programs: Organisations like ENS Negotiation and Influencing offer workshops and seminars that include a variety of case studies and real-world scenarios to help professionals understand and improve their negotiation technique.  
• Online Platforms: Websites like negotiate.org provide resources and insights into negotiation strategies and also include examples and case studies drawn from real-life business scenarios.  

What Makes Case Studies So Crucial for Business Negotiators?  

Case studies are critical because they provide a granular view of tactics and decision-making processes in high-stakes business environments. These studies allow negotiators to dissect complex involving large companies, significant financial stakes, or critical strategic outcomes. By understanding the moves and countermoves of seasoned negotiators, learners can develop a robust toolkit of strategies and approaches. Such insights are invaluable for anticipating challenges and crafting nuanced responses that leverage proven tactics, thereby enhancing the negotiator’s ability to manage complex with greater confidence and strategic foresight.  

Related posts:

No related posts.

Georgie Mclean

Part of the edventureco group, a certified b corporate.

• About our Courses
• Sales Negotiation Training
• Procurement Negotiation Training
• Essential Negotiator
• Project Management
• Negotiation Simulation Game
• Advanced Negotiation Training
• Customized Negotiation Training
• Open Enrolment Calendar
• Course Comparison
• eTournament

Home » Case Studies » Negotiating with WalMart Buyers

Negotiating with WalMart Buyers

Walmart buyers are trained to treat their vendors in a variety of ways, depending on where you fit into their plan. This case shares a story of a vendor called Sarah who negotiated a win-win outcome with Walmart.

WalMart, the world’s largest retailer, sold $514.4 billion worth of goods in 2019. With its single-minded focus on “EDLP” (everyday low prices) and the power to make or break; suppliers, a partnership with Walmart is either the Holy Grail or the kiss of death, depending on one’s perspective.

There are numerous media accounts of the corporate monolith riding its suppliers into the ground. But what about those who manage to survive, and thrive, while dealing with the classic hardball negotiator?

In “Sarah Talley and Frey Farms Produce: Negotiating with Walmart” and “Tom Muccio: Negotiating the P&G Relationship with Walmart,” HBS professor Jim Sebenius and Research Associate Ellen Knebel show two very different organisations doing just that. The cases are part of a series that involve hard bargaining situations.

“The concept of win-win bargaining is a good and powerful message,” Sebenius says, “but a lot of our students and executives face negotiation counterparts who aren’t interested in playing by those rules. So what happens when you encounter someone with a great deal of power, like Walmart, who is also the ultimate non-negotiable partner?”

The case details how P&G executive Tom Muccio pioneers a new supplier-retailer partnership between P&G and Walmart. Built on proximity (Muccio relocated to Walmart’s turf in Arkansas) and growing trust (both sides eventually eliminated elaborate legal contracts in favor of Letters of Intent), the new relationship focused on establishing a joint vision and problem-solving process, information sharing, and generally moving away from the “lowest common denominator” pricing issues that had defined their interactions previously. From 1987, when Muccio initiated the changes, to 2003, shortly before his retirement, P&G’s sales to Walmart grew from $350 million to $7.8 billion.

“There are obvious differences between P&G and a much smaller entity like Frey Farms,” Sebenius notes. “Walmart could clearly live without Frey Farms, but it’s pretty hard to live without Tide and Pampers.”

Sarah meets Goliath

Sarah Talley was 19 in 1997, when she first began negotiating with Walmart’s buyers for her family farm’s pumpkins and watermelons. Like Muccio, Talley confronted some of the same hardball price challenges, and like Muccio, she acquired a deep understanding of the Walmart culture while finding “new money” in the supply chain through innovative tactics.

For example, Frey Farms used school busses ($1,500 each) instead of tractors ($12,000 each) as a cheaper and faster way to transport melons to the warehouse.

Talley also was skillful at negotiating a coveted co-management supplier agreement with Walmart, showing how Frey Farms could share the responsibility of managing inventory levels and sales and ultimately save customers money while improving their own margins.

“Two sides in this sort of negotiation will always differ on price,” Sebenius observes. “However, if that conflict is the centerpiece of their interaction, then it’s a bad situation. If they’re trying to develop the customer, the relationship, and sales, the price piece will be one of many points, most of which they’re aligned on.”

Research Associate Knebel points out that while Tom Muccio’s approach to Walmart was pioneering for its time, many other companies have since followed P&G’s lead and enjoyed their own versions of success with the mega-retailer. Getting a ground-level view of how two companies achieved those positive outcomes illustrates the story-within-a-story of implementing corporate change.

“Achieving that is where macro concepts, micro imperatives, and managerial skill really come together,” says Sebenius. And the payoffs—as Muccio and Talley discover—are well worth the effort.

Sarah Talley’s Key Negotiation Principles

• When you have a problem, when there’s something you engage in with Walmart that requires agreement so that it becomes a negotiation, the first advice is to think in partnership terms, really focus on a common goal, for example of getting costs out, and ask questions. Don’t make demands or statements. Rather ask if you can do this better. If the relationship with Walmart is truly a partnership, negotiating to resolve differences should focus on long term mutual partnership gains.
• Don’t spend time griping. Be problem solvers instead. Approach Walmart by saying, “Let’s work together and drive costs down and produce it so much cheaper you don’t have to replace me, because if you work with me I could do it better.”
• Learn from and lobby with people and their partners who have credibility, and with people having problems in the field.
• Don’t ignore small issues or let things fester.
• Try not to let Walmart become more than 20% of your company’s business.
• It’s hard to negotiate with well trained buyers who know that their company could put your company out of business.
• Never go into a meeting without a clear negotiation agenda . Make good use of the buyers’ face time. Leave with answers. Don’t make small talk. Get to the point; their time is valuable. Bring underlying issues to the surface. Attack them head on and find resolution face to face.
• Trying to bluff Walmart buyers is never a good idea. There is usually someone willing to do it cheaper to gain the business. You have to treat the relationship as a marriage. Communication and negotiated compromises are key.
• Don’t take for granted that just because the buyer is young they don’t know what they are talking about or that it will be an easy sell. Most young buyers are very ambitious to move up within the company and can be some of the toughest, most educated buyers you will encounter. Know your product all the way from the production standpoint to the end use. Chances are your buyer does, and will expect you to be even more knowledgeable.

My top 3 favorites are don’t ignore small issues, be a problem solver and hold on to a high percentage of your business. You should always communicate when something comes up instead of letting it fester because it could develop into something big that would have never happened if discussed in the first place. When you develop your own business you should never let someone take over more percentage than you have because then you will lose control over what you started. Never gripe and be a problem solver. Larger companies don’t want to hear complaining they want to see action and larger profits

I have negotiated with Walmart for large and small business and I don’t recall any subjects of the conversations that were valued more or equal to price and their margin protection. Logistics or supply it was still a an unyielding stand of profit. Kroger,Publix, Winn Dixie, would &will negotiate for volume -promotions -discounting. Your article is not specific enough for analysis nor to draw the conclusions you present.

The two cases, one with a large vendor and the other with a small one, both working with Wal-Mart reframes some of the classic views of negotiating in a practical way.

Share your Feedback Cancel reply

Your email address will not be published. Required fields are marked *

YOU MAY ALSO LIKE

Newsletter Signup

• Browse All Articles
• Newsletter Sign-Up

Negotiation →

• 29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

• 26 Sep 2023
• Cold Call Podcast

The PGA Tour and LIV Golf Merger: Competition vs. Cooperation

On June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Tensions between the two golf entities continued to rise, as more players “defected” to LIV. Eventually LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging. Harvard Business School assistant professor Alexander MacKay discusses the competitive, antitrust, and regulatory issues at stake and whether or not the PGA Tour took the right actions in response to LIV Golf’s entry in his case, “LIV Golf.”

• 22 Nov 2022
• Research & Ideas

When Agreeing to Disagree Is a Good Beginning

When conflict stems from honest and open listening, disagreement can be a good thing, say Francesca Gino and Julia Minson. But developing those skills requires patience and discipline.

• 20 Apr 2021
• Working Paper Summaries

Cognitive Biases: Mistakes or Missing Stakes?

This study of field and lab data strongly suggests that people do not necessarily make better decisions when the stakes are very high. Results highlight the potential economic consequences of cognitive biases.

• 02 Apr 2021

Salary Negotiations: A Catch-22 for Women

Too assertive or too nice? New research from Julian Zlatev probes the lose-lose dynamics that penalize women in negotiations and perpetuate gender inequity. Open for comment; 0 Comments.

• 31 Mar 2020

Controlling the Emotion of Negotiation

Leslie John discusses the importance of asking (and answering) the right questions when negotiating, particularly under emotional stress. Open for comment; 0 Comments.

• 13 May 2019

The Unexpected Way Whistleblowers Reduce Government Fraud

Even unfounded allegations by whistleblowers can force government contractors to renegotiate their terms, say Jonas Heese and Gerardo Perez Cavazos. Open for comment; 0 Comments.

• 08 Mar 2019

Seven Negotiation Lessons from Amazon's HQ Disaster in Queens

After a lengthy courting process, Amazon thought its plan for a New York HQ campus was in the bag. But the company failed a primary goal of negotiations, says James Sebenius. Open for comment; 0 Comments.

• 15 Oct 2018

Shaky Business: How Handshakes Win Negotiations

A handshake before a negotiation can have a surprisingly strong effect on the outcome, according to Michael Norton, Francesca Gino, and colleagues. Open for comment; 0 Comments.

• 30 Jul 2018

Why Ethical People Become Unethical Negotiators

You may think you are an ethical person, but self-interest can cloud your judgment when you sit down at the bargaining table, says Max Bazerman. Open for comment; 0 Comments.

• 05 Jul 2018

Henry Kissinger's Lessons for Business Negotiators

Much has been written about Henry Kissinger the diplomat and United States secretary of state, but surprisingly little about Kissinger the dealmaker. A trio of Harvard scholars remedies that with Kissinger the Negotiator: Lessons from Dealmaking at the Highest Level. Co-author James Sebenius discusses what business negotiators can learn. Open for comment; 0 Comments.

• 23 Jan 2018

Transaction Costs and the Duration of Contracts

When buyers transact with sellers, they select not only whom to transact with but also for how long. This paper develops a model of optimal contract duration arising from underlying supply costs and transaction costs. The model allows for the quantification of transaction costs, which are often unobserved, and the impact of these costs on welfare.

• 05 Apr 2017

For Women Especially, It Pays to Know What Car Repairs Should Cost

Consumers can negotiate cheaper auto repair prices by convincing service reps they know something about market rates—helping women overcome gender discrimination, according to recently published research by Ayelet Israeli and co-authors. Open for comment; 0 Comments.

• 05 Dec 2016

How The 2016 Presidential Candidates Misled Us With Truthful Statements

Paltering, a subtle form of lying where an almost true statement is used, is not unknown in the world of politics. Here are several examples. Open for comment; 0 Comments.

How To Deceive Others With Truthful Statements (It's Called 'Paltering,' And It's Risky)

Presidential candidates do it. Business leaders do it. You probably do it, too. Paltering is a gentle form of lying, but is reviled by negotiators on the receiving end. Research by Francesca Gino, Michael Norton, and colleagues. Open for comment; 0 Comments.

• 23 May 2016

A Little Understanding Motivates Copyright Abusers to Pay Up

Many Internet users don't give a second thought to copying and reusing an image. Hong Luo and Julie Holland Mortimer explain how copyright holders can gently persuade abusers to do the right thing. Open for comment; 0 Comments.

• 11 May 2016

Fix This! Why is it so Painful to Buy a New Car?

Car-buying sends shivers up the backbones of American consumers, so why hasn’t the industry stepped up to create a better experience? Leonard Schlesinger, Jill Avery, and Ryan Buell tell their own war stories and talk about how the battle might yet be won. Open for comment; 0 Comments.

• 18 Apr 2016

The Cost of Leaning In

Women who are forced to negotiate tend to fare worse than if they hadn’t negotiated at all, according to research by Christine Exley, Muriel Niederle, and Lise Vesterlund. Open for comment; 0 Comments.

• 13 Apr 2016

Knowing When to Ask: The Cost of Leaning-in

The popular push for women to “lean in” holds that women should negotiate on their own behalf to overcome the gender wage gap. This study, however, shows the importance of choice in successful negotiations. Women usually choose to enter negotiations leading to financial gains and avoid negotiations that would result in financial losses. Regardless of the reasons for avoidance, leaning-in is not automatically the best advice for women.

• 04 Apr 2016

How to Negotiate Situations That Feel Hopeless

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.

• Browse Topics
• Executive Committee
• Affiliated Faculty
• Harvard Negotiation Project
• Great Negotiator
• American Secretaries of State Project
• Awards, Grants, and Fellowships
• Negotiation Programs
• Mediation Programs
• One-Day Programs
• In-House Training – Inquiry Form
• In-Person Programs
• Online Programs
• Advanced Materials Search
• Contact Information
• The Teaching Negotiation Resource Center Policies
• Frequently Asked Questions
• Negotiation Journal
• Harvard Negotiation Law Review
• Working Conference on AI, Technology, and Negotiation
• 40th Anniversary Symposium
• Free Reports and Program Guides

Free Videos

• Upcoming Events
• Past Events
• Event Series
• Our Mission
• Keyword Index

PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu

Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

Best-In-Class Negotiation Case Studies

Negotiation case studies to help you improve your negotiation training and instruction.

By Lara SanPietro — on August 5th, 2019 / Teaching Negotiation

What’s one of the best ways to teach the art and science of negotiation? Negotiation case studies that spark lively discussion or facilitate self-reflection. Based on real-world examples, these teaching resources are designed to help students envision how to apply what they’ve learned in the classroom and beyond.

The Teaching Negotiation Resource Center (TNRC) at the Program on Negotiation offers negotiation case studies from renowned authors who’ve negotiated trade agreements, aided peace treaties, and handled many other high-stakes deals. By drawing on their own experiences, they’ve crafted negotiation case studies that are authentic, compelling, and enlightening.

Two of the TNRC’s most useful negotiation case studies are Negotiating About Pandas for San Diego Zoo and The Mariyinsky Palace Negotiations .

Featured Negotiation Case Studies

Negotiating about pandas for san diego zoo.

How do you negotiate from a position of relative weakness? It’s a question that plagues negotiation students and professionals alike. This case tackles the issue head-on with a negotiation between the executive director of an American zoo and China, the only country in the world that has giant pandas.

If that’s not challenging enough, the case becomes more complex when the China Wildlife Conservation Association, the US Fish and Wildlife Service, and nongovernmental (NGO) conservation groups get involved. Based on actual negotiations, this three-part case offers lessons for business, law and government students as well as professionals. By working on this case, participants can learn to:

• Pay attention to the “big picture” and the creation of frameworks (formulas) that structure a transaction or relationship between parties
• Identify different sources of bargaining power and BATNA (Best Alternative To a Negotiated Agreement)
• Handle uncomfortable topics or tasks in creative, tactful ways that are sensitive to the parties’ relationship
• Respond effectively to extreme demands from a counterpart
• Consider when (if, how) to incorporate cultural factors in plans for negotiation

The Mariyinsky Palace Negotiations

A factual case study based on the disputed 2004 Ukrainian presidential election, The Mariyinsky Palace Negotiations: Maintaining Peace Throughout the Ukraine’s Orange Revolution offers a rich illustration of complex multiparty negotiation dynamics.

This case study, which is based on extensive research and interviews with key observers, offers an account of the factors that contributed to the contested first runoff election, unprecedented second runoff election, and victory for opposition candidate Viktor Yushchenko. An advanced teaching tool, Mariyinsky Palace Negotiations features a comprehensive exploration of:

• Sophisticated negotiation techniques
• Coalitional and other multi-party dynamics
• The pressure of constituencies and the role of third-party facilitators
• The influence of external events on the negotiations

Take your Training to the Next Level with the TNRC

The Teaching Negotiation Resource Center offers a wide range of effective teaching materials, including

• Over 200 role-play simulations
• Critical negotiation case studies
• Enlightening periodicals
• More than 30 videos
• 100-plus books

Most TNRC materials are designed for educational purposes— for use in college classrooms or corporate training settings. TNRC cases and exercises help mediators and facilitators introduce their clients to a processor issue and help individuals who want to enhance their negotiation skills and knowledge .

Negotiation case studies introduce participants to new negotiation and dispute resolution tools, techniques and strategies. Videos are also a helpful way of introducing viewers to key concepts, and TNRC books , role-play simulations , and periodicals address the theory and practice of negotiation and conflict management.

Check out all that the TNRC has in store >>

Originally published in 2014.

Related Posts

• Casino Two: Updated Version of Casino Available from the TNRC
• Teach Your Students How to Have Difficult Conversations Over Email
• The Best New Simulations
• Power Asymmetry and the Principal Agent Problem
• Check Out the All-In-One Curriculum Packages – Available for Some of Our Most Popular Simulations

Click here to cancel reply.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Negotiation and Leadership

• Download Program Guide: Fall 2024 Spring 2025
• Register Online: Fall 2024 Spring 2025
• Learn More about Negotiation and Leadership

NEGOTIATION MASTER CLASS

• Download Program Guide: November 2024
• Register Online: November 2024
• Learn More about Harvard Negotiation Master Class

Negotiation Essentials Online

• Download Program Guide: December 2024 and June 2025
• Register Online: December 2024 June 2025
• Learn More about Negotiation Essentials Online

Beyond the Back Table: Working with People and Organizations to Get to Yes

• Download Program Guide: February 2025
• Register Online: February 2025
• Learn More about Beyond the Back Table

Select Your Free Special Report

• Negotiation and Leadership Spring 2025 Program Guide
• Negotiation Essentials Online (NEO) December 2024 and June 2025 Program Guide
• Negotiation Essentials In-House Program Guide
• Negotiation Master Class November 2024 Program Guide
• Beyond the Back Table February 2025 Program Guide
• Negotiation and Leadership Fall 2024 Program Guide
• Make the Most of Online Negotiations
• Managing Multiparty Negotiations
• Getting the Deal Done
• Salary Negotiation: How to Negotiate Salary: Learn the Best Techniques to Help You Manage the Most Difficult Salary Negotiations and What You Need to Know When Asking for a Raise

Teaching Negotiation Resource Center

• Teaching Materials and Publications

Stay Connected to PON

Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

Articles & Insights

• Taylor Swift: Negotiation Mastermind?
• Negotiation Examples: How Crisis Negotiators Use Text Messaging
• BATNA Strategy: Should You Reveal Your BATNA?
• 10 Hard-Bargaining Tactics to Watch Out for in a Negotiation
• What is BATNA? How to Find Your Best Alternative to a Negotiated Agreement
• Amazon–Whole Foods Negotiation: Did the Exclusive Courtship Move Too Fast?
• Framing in Negotiation
• When Business Negotiations Fall Flat
• Employment Contract Negotiation: Morals Clauses
• Women and Negotiation: Narrowing the Gender Gap in Negotiation
• A Case Study of Conflict Management and Negotiation
• How to Handle Conflict in Teams: Lessons from Scientific Collaborations
• Business Conflict Management
• Using Conflict Resolution Skills: Trying to Forgive and Move Forward
• Ripeness Theory in Dispute Resolution: Seizing the Day
• Power Tactics in Negotiation: How to Gain Leverage with Stronger Parties
• Negotiating Change During the Covid-19 Pandemic
• What is Crisis Management in Negotiation?
• Crisis Communication Examples: What’s So Funny?
• Crisis Negotiation Lessons: The U.S.-Russia Prisoner Swap
• Bargaining in Bad Faith: Dealing with “False Negotiators”
• Dealing with Difficult People and Negotiation: When Should You Give Up the Fight?
• Consensus-Building Techniques
• How to Renegotiate a Bad Deal
• Ethics in Negotiations: How to Deal with Deception at the Bargaining Table
• The Winner’s Curse: Will You Be Its Next Victim?
• Negotiation Logistics: Best Practices for Better Deals
• Writing the Negotiated Agreement
• Dealmaking and the Anchoring Effect in Negotiations
• Negotiation Ethics: What’s Gender Got to Do with It?
• Dispute Resolution on Facebook: Using a Negotiation Approach to Resolve a Conflict
• In Contract Negotiations, Agree on How You’ll Disagree
• Conflict Negotiation Strategies: When Do Employees Choose to Negotiate?
• Union Strikes and Dispute Resolution Strategies
• Dear Negotiation Coach: Responding (Or Not) to an Ultimatum in Negotiation
• Negotiation Analysis: The US, Taliban, and the Bergdahl Exchange
• A Top International Negotiation Case Study in Business: The Microsoft-Nokia Deal
• Unlocking Cross-Cultural Differences in Negotiation
• Government Negotiations: The Brittney Griner Case
• Top International Negotiation Examples: The East China Sea Dispute
• The Trait Theory of Leadership
• How an Authoritarian Leadership Style Blocks Effective Negotiation
• How To Share a Negotiation Education with Kids
• Servant Leadership Theory
• What Is Facilitative Leadership?
• Employee Mediation Techniques – Resolve Disputes and Manage Conflict with These Mediation Skills
• Using E-Mediation and Online Mediation Techniques for Conflict Resolution
• How Mediation Works When Both Parties Agree They Need Help Resolving the Dispute
• Negotiations and Logrolling: Discover Opportunities to Generate Mutual Gains
• What is Med-Arb?
• Value Creation in Negotiation
• Deception in Negotiation
• To Achieve a Win-Win Situation, First Negotiate with Yourself
• 10 Real-World Negotiation Examples
• Does Using Technology in Negotiation Change Our Behavior?
• Negotiation Training: What’s Special About Technology Negotiations?
• Cole Cannon Esq. Shares His Negotiation and Leadership Experience
• Gender and Negotiation: New Research Findings
• Ethics and Negotiation: 5 Principles of Negotiation to Boost Your Bargaining Skills in Business Situations
• 3-D Negotiation Strategy
• Negotiating Salary: Confronting the Gender Pay Gap
• How to Counter a Job Offer: Avoid Common Mistakes
• How to Negotiate a Higher Salary after a Job Offer
• Should You Negotiate a Job Offer?
• Renegotiate Salary to Your Advantage
• How to Use Tradeoffs to Create Value in Your Negotiations
• How to Create Win-Win Situations
• 5 Win-Win Negotiation Strategies
• How to Negotiate Mutually Beneficial Noncompete Agreements
• For NFL Players, a Win-Win Negotiation Contract Only in Retrospect?

PON Publications

• Negotiation Data Repository (NDR)
• New Frontiers, New Roleplays: Next Generation Teaching and Training
• Negotiating Transboundary Water Agreements
• Learning from Practice to Teach for Practice—Reflections From a Novel Training Series for International Climate Negotiators
• Insights From PON’s Great Negotiators and the American Secretaries of State Program
• Gender and Privilege in Negotiation

Remember Me This setting should only be used on your home or work computer.

Lost your password? Create a new password of your choice.

Copyright © 2024 Negotiation Daily. All rights reserved.