Following deaths and injuries from suspected vehicle failures, and a recall that surpassed 9 million cars, in 2010 the Toyota President, Akio Toyoda, said, “I extend the condolences from the deepest part of my heart…. I feel deeply sorry for those people who lost their lives or who were injured by traffic accidents, especially those in our own cars. I extend my sincerest condolences to them, from the bottom of my heart.” How does an apology help to rebuild relationships?
As a negotiator you can choose to be cooperative or competitive. Making the right choice can be the difference between building relationships and value, and destroying relationships and value. In this issue of Negotiation Insights we help you better understand the impact of your choices and offer some strategies to motivate cooperation.
Finding the common ground needed to build rapport and break an impasse is a challenge all negotiators confront, none more so than in the topical example of the ongoing firearm reform debate in the US. In this issue of Negotiation Insights we seek not to judge whose values and beliefs have greater legitimacy, but rather to identify ways in which the opposing parties might find the common ground needed to build rapport and get movement where the stakes are high and positions are entrenched.
In this issue of Negotiation Insights, we look at ways to manage difficult conversations. An example comes from the Grünenthal Group, the company which manufactured the drug Thalidomide, prescribed to pregnant women in the 1950s and early 1960s to avoid the effects of morning sickness. Unfortunately the drug was found to be the cause of over 10,000 deformities in babies worldwide.