You might suggest to your counterpart that it’s time for a break, or imagine that you’re an outside observer trying to evaluate the threat more objectively. The first step in effective threat diagnosis is to remove yourself from the situation – physically and/or psychologically. Regardless, it’s critical that you seek to understand what provoked the threat, as its cause could determine your response in negotiation. Other times they’re more subtle: “You know, I’d hate for this to hurt your reputation.” Sometimes threats emerge as overt declarations: “If you can’t follow through on the contract terms, I’ll let the community know what kind of show you’re running.” In our FREE special report from the Program on Negotiation at Harvard Law School - The New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners. Claim your FREE copy: The New Conflict Management
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