Imagine that in a deal-making negotiation, the seller’s presumed bottom line is 30 million, which still outweigh the buyers’ best offer, say 28 million. This may lead to three potential outcomes. First, some people accept a no-deal, which is economically wise yet psychologically bothersome. Second, some people ignore their bottom lines and reach an otherwise
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ICON is proud to announce that our IBL students, a joint program between IÉSEG School of Management (# IESEG ) and Université Catholique de Lille , Hortense Pagezy, Theo Clouet, Flore Martin, and Gautier Bétouxwon the special prize for relationship building with the other team at the 15th# International # Mediation # Competition of the International Chamber
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According to United Nations and OECD, language diversity is still increasing. What organizations and leaders can actually do to reap the benefits of language diversity, mitigate discrimination based on accent, offer guidance to both native and nonnative speakers on how to facilitate interactions with one another, and create an environment that allows both native and
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In his recent article “A new agent-based model of bilateral negotiation” (published in the International Journal of Conflict Management), Prof. Frieder Lempp presented a new simulation model for bilateral negotiations and demonstrated in an example simulation how the model can be used as a research platform for the simulation of experiments. In particular, the simulation
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Professor Regina Kim and her colleague recently published a research paper that examines the role of regulatory focus in conflict management domains from a new perspective. Regulatory focus describes people’s two distinct goals: promotion focus that focuses on hopes and accomplishments (i.e., gains) and prevention focus that focuses on safety and responsibilities (i.e., non-losses). The research group suggests
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