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Mutual Gains Approach
The Mutual Gains Approach (MGA) to negotiation is a process model, based on experimental findings and hundreds of real-world cases, that lays out four steps for negotiating better outcomes while protecting relationships and reputation. A central tenet of the model, and the robust theory that underlies it, is that a vast majority of negotiations in the real world involve parties who have more than one goal or concern in mind and more than one issue that can be addressed in the agreement they reach. The model allows parties to improve their chances of creating an agreement superior to existing alternatives. MGA is not the same as " win-win" (the idea that all parties must, or will, feel delighted at the end of the negotiation) and does not focus on "being nice" or "finding common ground." Rather, it emphasizes careful analysis and good process management. Steps The four step Mutual Gains Approach was developed by scholars and practitioners at thConsensus Building Institute a Cambridg ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Negotiation
Negotiation is a dialogue between two or more people or parties to reach the desired outcome regarding one or more issues of conflict. It is an interaction between entities who aspire to agree on matters of mutual interest. The agreement can be beneficial for all or some of the parties involved. The negotiators should establish their own needs and wants while also seeking to understand the wants and needs of others involved to increase their chances of closing deals, avoiding conflicts, forming relationships with other parties, or maximizing mutual gains. The goal of negotiation is to resolve points of difference, gain an advantage for an individual or collective, or craft outcomes to satisfy various interests. Distributive negotiations, or compromises, are conducted by putting forward a position and making concessions to achieve an agreement. The degree to which the negotiating parties trust each other to implement the negotiated solution is a major factor in determining ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Cambridge, Massachusetts
Cambridge ( ) is a city in Middlesex County, Massachusetts, United States. As part of the Greater Boston, Boston metropolitan area, the cities population of the 2020 United States Census, 2020 U.S. census was 118,403, making it the fourth most populous city in the state, behind Boston, Massachusetts, Boston, Worcester, Massachusetts, Worcester, and Springfield, Massachusetts, Springfield. It is one of two de jure county seats of Middlesex County, although the county's executive government was abolished in 1997. Situated directly north of Boston, across the Charles River, it was named in honor of the University of Cambridge in England, once also an important center of the Puritan theology embraced by the town's founders. Harvard University, the Massachusetts Institute of Technology (MIT), Lesley University, and Hult International Business School are in Cambridge, as was Radcliffe College before it merged with Harvard. Kendall Square in Cambridge has been called "the most innovati ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Lawrence Susskind
Lawrence E. Susskind (born January 12, 1947) is a teacher, trainer, mediator, and urban planner. He is one of the founders of the field of public dispute mediation and is a practicing international mediator through the Consensus Building institute. He has taught at the Massachusetts Institute of Technology since 1971. Susskind has mediated fifty complex disputes in the United States and in other parts of the world, and is an authority on complex, multi-party negotiations. Since the early 1970s, he has helped to train thousands of negotiators and mediators in the public and private sectors and to promote the use of mediation to resolve facility siting, regulatory, community development, and environmental protection disputes. Susskind's ideas about the techniques and strategies of consensus building have helped to define best practice. In 1993, Susskind founded the Consensus Building Institute (CBI), a Cambridge-based not-for-profit that is now a leading mediation service provider. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Best Alternative To A Negotiated Agreement
In negotiation theory, the best alternative to a negotiated agreement or BATNA (no deal option) refers to the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached. The BATNA could include diverse situations, such as suspension of negotiations, transition to another negotiating partner, appeal to the court's ruling, the execution of strikes, and the formation of other forms of alliances. BATNA is the key focus and the driving force behind a successful negotiator. A party should generally not accept a worse resolution than its BATNA. Care should be taken, however, to ensure that deals are accurately valued, taking into account all considerations, such as relationship value, time value of money and the likelihood that the other party will live up to their side of the bargain. These other considerations are often difficult to value since they are frequently based on uncertain or qualitative considerations rather than ea ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Program On Negotiation
The Program on Negotiation (PON) is a university consortium dedicated to developing the theory and practice of negotiation and dispute resolution. As a community of scholars and practitioners, PON serves a unique role in the world negotiation community. Founded in 1983 as a special research project at Harvard Law School, PON includes faculty, students, and staff from Harvard University, Massachusetts Institute of Technology, Tufts University, and Brandeis University. The Program on Negotiation publishes the quarterly ''Negotiation Journal'' and the monthly ''Negotiation Briefings'' newsletter, and distributes the annual ''Harvard Negotiation Law Review''. Throughout the year PON offers a number of courses and training opportunities ranging in length from one day to an entire semester. History In 1979, co-authors of the bestseller '' Getting to Yes: Negotiating Agreement without Giving In'', Roger Fisher and William Ury, along with Bruce Patton founded the Harvard Negotiation ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Getting To YES
''Getting to Yes: Negotiating Agreement Without Giving In'' is a best-selling 1981 non-fiction book by Roger Fisher and William Ury. Subsequent editions in 1991 and 2011 added Bruce Patton as co-author. All of the authors were members of the Harvard Negotiation Project. The book suggests a method of principled negotiation consisting of "separate the people from the problem"; "focus on interests, not positions"; "invent options for mutual gain"; and "insist on using objective criteria". Although influential in the field of negotiation, the book has received criticisms. Background Fisher and Ury focused on the psychology of negotiation in their method, "principled negotiation", which attempts to find acceptable solutions by determining which needs are fixed and which are flexible for negotiators. The first edition of the book was published in 1981. By 1987, the book had been adopted in several U.S. school districts to help students understand "non-adversarial bargaining". In 199 ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
