Best Lecturer Award 2024

I am truly honored and humbled to receive the Best Lecturer Award from the incredible students at HHL Leipzig Graduate School of Management. This recognition means the world to me because it reflects the meaningful connection we’ve built throughout this journey.

Thank you to all the brilliant minds I’ve had the privilege to teach and learn from. Your curiosity, dedication, and passion drive me to continuously grow and give my best. I’m excited to see where your talents take you, and I’m grateful to be part of your journey.

Please reach out to me if you would like to continue your journey as doctoral students or support our research at the Center for International Negotiation.

Sustainability and Socially Responsible Negotiation

We kindly invite scholars to submit their original work to the Sustainability and Negotiation Special Issue hosted by the Negotiation Journal.

Call for Papers

Special Issue of the Negotiation Journal

SUSTAINABILITY AND SOCIALLY RESPONSIBLE NEGOTIATION

Are negotiation theory, practice, and pedagogy up to the task of ensuring that all negotiations—public and private, and whether or not explicitly focused on an issue of sustainability—address sustainability in socially responsible ways? This special issue invites original and rigorous scholarship that addresses whether and how our contemporary frameworks for interest-based negotiations can, do, or should take broader societal interests into account.

Overview

Sustainability, defined as fulfilling present needs without compromising the ability to meet future needs, is a crucial topic in contemporary research and discourse. Since 2020, over a million publications on sustainability have been indexed by Google Scholar, reflecting its growing prominence.

Negotiation can play a critical role in advancing sustainability goals. Well-designed processes can help to foster collaboration, reconcile diverse interests, and open creative space to address complex environmental, social, and economic challenges. This is perhaps most visible in the context of long, multi-stakeholder negotiations seeking progress on sustainability issues. But it also occurs in simpler, bilateral negotiations when social responsibility and sustainability are criteria for wise and just decision making.

This positive role for negotiation in sustainability emerged from a shift in theory—conceptualized by Mary Parker Follett a century ago and then revitalized most prominently by Fisher et al. (1982)—that emphasized joint problem-solving over positional bargaining. This interest-based approach, which seeks efficient outcomes that satisfy all parties’ preferences and needs, has shaped the contemporary field of negotiation.

However, the emerging consensus that all actors share social responsibility for sustainability outcomes introduces new challenges for negotiation theory, practice, and pedagogy. Conventional approaches prioritize the interests of those at the table, and thus may overlook broader impacts on third parties, future generations, or the environment. Agreements that emerge may inadvertently perpetuate social and environmental harm, neglect historical injustices, or reinforce imbalances of power and oppression, for example, racism, sexism, or structural violence—even while meeting the articulated interests of the parties to that agreement.

These issues raise fundamental questions about how to ensure all stakeholders’ interests, including those not at the table, are integrated into negotiations. To achieve truly sustainable outcomes, negotiation processes must account for long-term impacts on a broad array of affected groups and societal interests.

This call builds from the proposition that such socially responsible negotiations that dependably consider and effectively address sustainability interests may well require new theory, frameworks, mechanisms, and approaches. These may need to address diverse perspectives on social responsibility; systemic inequalities; how to avoid reproducing historical injustices; or how to incorporate social value into even private negotiations. Additionally, insight is required on how to manage the friction and transaction costs that may accrue as parties pursue more inclusive and socially responsible agreements in a shift from optimizing private value to optimizing broader social value.

Scope and Objectives

This special issue of the Negotiation Journal seeks to explore these complexities at the intersection between sustainability and negotiation. At this intersection sit negotiations directly about sustainability, such as those over climate risk mitigation or advancement of the Sustainable Development Goals. But in a socially responsible world, so do negotiations on other matters—for example, commercial or financial transactions, governmental or inter-governmental policy making, or political mobilization and institutional change—even though sustainability may not be explicitly recognized or articulated as an interest by the parties.  

Thus, submissions should offer new perspectives on whether and how sustainability interests—whether environmental, social, political, economic, or cultural—are or can be addressed in both public and private negotiations, even when sustainability is not the explicit focus.

We invite scholarly work that draws on diverse disciplines, such as environmental studies, political science, economics, sociology, psychology, or law. Interdisciplinary perspectives that bridge these or other academic inquiries to negotiation frameworks are especially welcome. Contributions may be conceptual, theoretical, empirical, or pedagogical.

Contributions must be intellectually rigorous, linking to existing scholarship or identifying and bridging gaps to build the intellectual capital of the negotiation field. They must also provide practical insights for negotiation scholarship, practice, or pedagogy.

Potential Topics

We encourage submissions on a wide range of topics related to sustainability and negotiation, illuminating both the strengths of dominant paradigms as well as more critical perspectives. Potential topics include (but are not limited to) the following:

  • Scholars have shown the adaptability of the construct of interests by stretching it to include, for example, emotions, identity, justice, inclusion, basic human rights, or the shadow of the past. What are the consequences—positive or negative, intentional or not—of this broad view of interests? What might be alternative framings of what is and is not the subject of negotiations at the table? Where might there be useful extensions to negotiation scholarship with respect to interests?
  • Some sustainability issues—whether protection of the environment, worker health and safety, or indigenous rights—have been effectively enough socialized that they are broadly seen as interests to be considered even in private negotiations. What are the processes and dynamics which determine whether and how interests are considered or excluded from consideration in negotiations? The extent to which recognized interests are respected and advanced in practice?
  • Some scholars have asserted that the interest-based negotiations can be a power balancing tool, focusing parties on forward looking problem solving rather than on what they demand others do. Other scholars point out how negotiations outside the shadow of the law, in the context of oppressive laws, or where there are distinct inequalities can constitute a form of structural violence that legitimizes the taking of the lion’s share. How do we better understand and address the dilemmas inherent in this debate?
  • Negotiation scholarship intersects with other disciplines in demonstrating the superior value that can be created through the inclusion of diverse voices and perspectives. Yet representativeness of a broad range of perspectives and representation of potentially conflicting constituencies pose practical challenges. There are also challenges of unit of analysis, for example, between the strategic goals of individuals at the table vs the well-being of the community. How do we better conceptualize and operationalize how interests are given voice in negotiations? How are friction costs and transaction costs are managed?
  • Diverse domains—such as stakeholder theory, organizational behavior, peace and conflict studies, ethics, social psychology, political economy, and others—speak to how social, environmental, cultural, political, and economic sustainability are or are not conceptualized and operationalized at interpersonal, organizational, inter-organizational, and societal levels. Where might negotiation studies have blind spots that may be addressed through attentiveness to well-grounded propositions from related scholarship?

The overarching goal is to build towards a more comprehensive framework for negotiation theory, research, practice, and pedagogy that addresses the social responsibility of negotiators for sustainability interests.

Guest Editors

For further inquiries, please contact any member of the guest editorial team.

Submission Guidelines

We anticipate one or more paper development workshops on the topic of the Special Issue. One is already scheduled for the at INTRA Conference at the University of Cape Town in February 2025. Others will be announced. Participation in a PDW is neither a requirement for submission nor any guarantee of special consideration for inclusion. Rather, we hope that you will join like-minded scholars in a process of collegial reflection and constructive feedback that will inevitably shape stronger papers.

Authors should submit their manuscripts through the Negotiation Journal’s online submission system. Please ensure that your submission adheres to the Journal’s formatting and style guidelines.

We eagerly anticipate your submissions and the opportunity to advance the dialogue on sustainability and socially responsible negotiation.

Timeline

  • Call for Papers issued – September 2024
  • Submission of abstracts for the paper development workshop at INTRA Conference at the University of Cape Town – February 2025
  • Paper development workshop at INTRA Conference – April 24, 2025
  • Paper submission deadline – September 30, 2025
  • Peer review process – October-December 2025
  • Decision notification – December 2025

The Path to Negotiation Mastery: Training, Practice, and Competitions

Historically, companies have relied on a combination of on-the-job training and workshops with internal or external trainers to develop their employees’ negotiation skills. While these methods offer valuable hands-on experience and expert insights, they often fall short in creating well-rounded negotiators. On-the-job training can be inconsistent and heavily dependent on the availability and expertise of mentors, leading to gaps in knowledge and skill development. Workshops, though beneficial, are typically short-term and lack the continuous practice and feedback necessary for mastery. These traditional methods often fail to keep pace with the dynamic and evolving nature of negotiation, leaving employees unprepared for complex, real-world scenarios. To cultivate effective negotiators, a more holistic and continuous approach is essential, integrating comprehensive training, consistent practice, and participation in negotiation competitions to ensure sustained skill development and adaptability.

Comprehensive Training

The journey to mastering negotiation skills begins with acquiring a robust theoretical foundation. Training programs, workshops, and seminars offer structured learning environments where participants can explore various negotiation strategies, techniques, and frameworks. These programs help individuals organize and enhance their knowledge, providing a deep understanding of effective negotiation behaviors. Through structured training, participants learn to establish and practice these behaviors, fostering confidence and competence. Well-designed, science-based training builds negotiation intelligence and equips participants to approach negotiations with greater effectiveness and strategic thinking.

Consistent Practice

Knowledge alone isn’t sufficient; consistent practice is vital for honing negotiation skills. Engaging in negotiation simulations allows individuals to apply theoretical concepts and gain practical experience. Practice sessions help participants translate their knowledge into actionable skills, refining their techniques through repetition. Developing routines that can be quickly recalled in suitable negotiation situations enhances efficiency and effectiveness. Regular practice improves adaptability, reduces stress, and boosts confidence by familiarizing participants with various scenarios. It also strengthens creativity and improvisation skills, enabling negotiators to think on their feet and devise innovative solutions.

The Negotiation Club is an excellent platform for developing negotiation skills through consistent practice. Offering a variety of interactive sessions based on negotiation cards and other scenarios, The Negotiation Club provides a supportive environment where participants can apply and refine their techniques. Engaging in diverse negotiation exercises helps members build confidence, develop adaptability, and enhance their strategic thinking. Joining The Negotiation Club can elevate your negotiation abilities and make you more effective in achieving successful outcomes.

Negotiation Competitions

Would we truly understand our potential without platforms to showcase our skills? Just as athletes need venues to demonstrate and refine their talents, negotiators need opportunities to practice and showcase their abilities. Negotiation competitions offer such venues, allowing participants to engage in diverse and challenging scenarios, develop their techniques, and gain the confidence needed to excel. These competitions provide unique opportunities to test your skills against skilled negotiators in a competitive setting, benchmark your abilities, and identify areas for improvement. They challenge participants to adapt and think on their feet, fostering strategic thinking and resilience under pressure.

The Negotiation Challenge is one of the most prestigious international negotiation competitions for students and professionals. It offers a unique platform for participants to demonstrate their negotiation skills, engage with complex scenarios, and compete against some of the best minds globally. This respected competition provides invaluable practical experience and fosters a deep understanding of negotiation dynamics across various contexts. By participating in The Negotiation Challenge, individuals can enhance their strategic thinking, build a global network of peers, and gain recognition for their negotiation prowess.

The Importance of an Integrated Approach

Mastering negotiation skills is a continuous journey requiring dedication, effort, and a strategic approach. By focusing on comprehensive training, consistent practice, and participation in negotiation competitions, individuals can continuously develop the expertise needed to manage professional negotiations’ complexities successfully. Each element alone is powerful but incomplete. Comprehensive training provides foundational knowledge, but without consistent practice, this knowledge cannot be effectively applied. Similarly, practice hones skills, but without the challenge and benchmarking provided by competitions, true mastery remains elusive. Only by integrating all three components can negotiators achieve systematic advancements and reach their full potential in negotiation mastery.

Exclusive Interview with Remi SMOLINSKI – N-Conference 2024 Keynote Speaker 

I recently had a conversation with Anna Cajot, the N-Conference Director, about my upcoming keynote at the October conference. I shared my excitement about presenting the Negotiation Competency Model, a framework developed from extensive research that links observable behaviors to successful negotiation outcomes. In our discussion, I emphasized that great negotiators are distinguished by their ability to achieve substantive results while building strong relationships and by leveraging diverse team dynamics for superior performance.

I explained that measuring and improving negotiation skills is challenging but crucial. To address this, we need structured environments where negotiators can be evaluated and compared systematically. These controlled settings, such as internal or open competitions, allow for precise assessment and provide valuable feedback for continuous improvement. Drawing parallels to sports, I stressed that achieving negotiation mastery, much like excelling in soccer, requires ongoing practice, feedback, and refinement. Our goal is to create environments that support professionals in their journey towards becoming effective negotiators.

Source: EXCLUSIVE INTERVIEW WITH REMI SMOLINSKI – N-CONFERENCE 2024 KEYNOTE SPEAKER

NCMR Article of the year Award 2024

Somebody pinch me please! Two papers of the year in the same year? I must be dreaming…

We are delighted to share that we’ve just received an email from the Editor-in-Chief of the Negotiation and Conflict Management Research Journal Jimena Ramirez Marin that our literature review on the first offers and anchoring in negotiation has received the NCMR Article of the Year Award 2024!



Our paper reviews 119 journal articles published since 1967 and proposes a process model of first offers in negotiation that organizes our knowledge about this highly important element of the negotiation process.

While writting this paper with my partners in crime: Wolfram Lipp from Technical University of Munich and Peter Kesting from Aarhus University we also realized how much we still don’t know about first offers and anchoring in negotiation.

NCMR Article of the Year Award 2024 was handed over during the IACM annual conference, which took place on June 23-26 at INSEAD in Singapore.

The paper is available in open access and can be viewed and downloaded here. Please let us know what you think!

Thank you, dear committee members: Michael Gross, Nazlı Bhatia, PhD, Jingjing Yao, David Hunsaker, PhD, Teng Zhang for your kind recognition!

Thank you HHL Leipzig Graduate School of Management for supporting our research at the Center for International Negotiation.

Leaders as Negotiators: Padmé vs. Palpatine

We’re thrilled to announce that our chapter on Leaders as Negotiators including a structured comparison of Padmé and Palpatine has just been published in a book edited by Jen Reynolds and Noam Ebner: “Star Wars and Conflict Resolution II“!

In our chapter, based on the framework introduced by Jeswald Salacuse in “Real Leaders Negotiate“, we explore the contrasting leadership and negotiation styles of these influential leaders and the profound impact they had on the fate of the galaxy. While Padmé epitomizes diplomacy, empathy, and a commitment to peaceful resolution, Palpatine embodies manipulation, deceit, and a relentless pursuit of power.

Throughout the “Star Wars” saga, Padmé Amidala, the former queen and senator of Naboo, emerges as a beacon of hope and resilience. Her negotiation tactics are grounded in compassion and a genuine desire for the greater good. Padmé navigates complex political landscapes with integrity and courage, striving to bridge divides and forge alliances.

In stark contrast stands Emperor Palpatine, a master manipulator and orchestrator of chaos. Concealed behind a facade of benevolence, Palpatine exploits fear and uncertainty to advance his sinister agenda. His negotiation tactics are shrouded in deception and coercion, serving only his insatiable thirst for domination.

Padmé’s unwavering commitment to dialogue and compromise teaches us the power of empathy and understanding in resolving disputes. Conversely, Palpatine’s cunning strategies shed light on the dangers of manipulation and the importance of vigilance in safeguarding against tyranny.

“Star Wars and Conflict Resolution II” offers a unique lens through which to examine timeless principles of negotiation and conflict. Through the lens of this epic saga, the authors explore the complexities of human (and alien) interaction and the enduring struggle between light and darkness.

May the Force be with you!

2024 Gregory Kersten GDN Journal Best Paper Award

We are delighted to share that our paper Beyond the First Offer: Decoding Negotiation Openings and Their Impact on Economic and Subjective Outcomes, co-authored by Wolfram Lipp, Peter Kesting, and me has been awarded with 2024 Gregory Kersten GDN Journal Best Paper Award!

I remember how happy we all were when the paper got accepted by the Group Decision and Negotiation journal, but none of us ever thought it would earn us this prestigious award!


In our paper, we report on the results of two empiracal studies that suggest that counteroffers similarly to the first offers affect negotiation outcomes. We also introduce the concept of an “anchor zone” between initial and counter offers, which significantly influences final agreements.

Gregory Kersten GDN Journal Best Paper Award was handed over during a joint conference from the Group Decision and Negotiation (INFORMS) and Euro-Working Group in Decision Support Systems Technology (EURO) on June 2-5 at the Faculty of Engineering of the University of Porto, in Porto, Portugal.

The paper is a result of a great collaboration project between Technical University of Munich, Aarhus University, and HHL Leipzig Graduate School of Management. Thank you Wolfram and Peter for our long discussions and endless revisions. I genuinely enjoyed every minute, and it was definitely worth it!

The paper is available in open access and can be viewed and downloaded here. Please let us know what you think!

Leadership lesson from 2023 – a story of a servant leader

2023 is over now, but I would like to share the second powerful leadership lesson I’ve learned that year while working on The Negotiation Challenge for Students.

TNC 2023 took place Luiss Guido Carli University in Rome and it’s organization was coordinated by Angelo Monoriti, whom I’m priviledged to call a friend now. Organizing a 3-4 days event for over 100 participants is a complex task, which requires a significant effort and a strong team.

All throughout the preparations and the intensity of the finals in Rome, we’ve met many dedicated and highly successful professionals from various disciplines who offered their time and resources to support TNC 2023. Not because of TNC, which they had not known before, but because they were asked by their friend, Angelo! Their involvement exceeded mere attendance. They got involved in TNC as if it was their own project, offering their support, resources, and advice, whenever needed!

For many years, Angelo has been inspring students of Luiss Guido Carli University helping them to become better negotiators. His motivation is not rooted in the pursuit of wealth or fame but in the belief that these students need these skills to evolve into better versions of themselves and, ultimately, better leaders. When I spoke to some of them during the TNC finals in Rome, they emphasized that their relationship with Angelo has evolved from beining students of his class, through becoming Angelo’s mentees, and ending up as his friends. They learned together, grew together, celebrated together, and cried together. He was always there for them and I’m sure that they will be there for him, should he ever need their help.

On behalf of all your friends, thank you, Angelo, for helping us understand, the meaning of true leadership. Thank you for being there for us! Luiss Guido Carli University is lucky to have you on their faculty! I look forward to working with you!

Leadership lesson from 2023 – a story of a powerful lion and a clever rabbit

As this year is slowly coming to an end, following the great example of Charles Dickens, I would like to share two leadership stories, which are inspired by true events I’ve witnessed this year.

One day, in the heart of the Animal Kingdom, two prominent figures caught the attention of the entire kingdom. Ryan, the diligent rabbit, worked tirelessly for the kingdom’s prosperity. Cedric, a proud and powerful lion, held a high position and was in charge of making important decisions.

Cedric, however, decided to let go of Ryan from his duties, citing reasons that seemed surprising and unjust to many in the Animal Kingdom. The news spread like wildfire, and whispers of discontent echoed through the trees and fields.

Months passed, and the kingdom observed with keen interest the decisions made by Cedric. To the surprise of many, Cedric’s actions were not well received by his fellow animals. His partners, a coalition of wise and experienced animals, decided that his leadership lacked the wisdom and fairness the kingdom deserved.

One evening, as the sun dipped below the horizon, the partners gathered in a secret meeting. The partners, tired of Cedric’s erratic decisions, concluded that it was time for a change. They believed that a leader should be fair, just, and considerate of the well-being of all animals in the kingdom. After a long deliberation, they made the difficult decision to relieve Cedric of his duties.

Word spread through the Animal Kingdom, and the creatures couldn’t help but draw parallels between the fate of Ryan and Cedric. The wise old owl, Oliver, took it upon himself to share the moral of the story with the kingdom.

“Dear friends,” Oliver, the Owl hooted from his perch, “let this tale be a lesson to us all. In the vast tapestry of the Animal Kingdom, fairness and wisdom are the pillars of good leadership. Treat others with kindness and consideration, for one’s actions have a way of coming full circle.”

… and Ryan? After a few weeks of disappointment, Ryan, the rabbit, found himself exploring new territories within the Animal Kingdom. In a distant meadow, he stumbled upon a diverse community of animals facing challenges and seeking a leader. With resilience and determination, Ryan stepped forward to offer his guidance. The animals quickly recognized his fairness, empathy, experience, and wisdom traits that had been overlooked by his previous employer. In this new stimulating environment, Ryan flourished as a leader, fostering a sense of unity and cooperation among the diverse group of animals. Together, they thrived in harmony, proving that sometimes, a setback can lead to an even brighter and more fulfilling chapter in one’s journey.

Stay tuned for the next leadership fable on the New Year’s Eve!

Happy Holidays, my friends! Thank you for being a part of my journey!

A Practical Guide to Negotiation Simulation Writing

Delighted to share that our paper: A Practical Guide to Negotiation Simulation Writing is available in open access on the website of Harvard’s Negotiation Journal!

Running negotiation competitions for students and professionals requires producing new negotiation simulations. Over the years, we’ve designed, written, tested, and assessed hundreds of negotiation simulations and our paper shares the lessons we’ve learned along the way. It includes also a step-by-step practical guide how to write effective negotiation simulations.

Many thanks to my partner in crime Peter Kesting for this excellent idea and Silvia P. Glick, Melissa Manwaring and other anonymous reviewers for their suggestions and feedback.

We are super excited and couldn’t wait to share it with you and look forward to receiving your feedback!

Source: A Practical Guide to Negotiation Simulation Writing – Kesting – 2023 – Negotiation Journal – Wiley Online Library