Negotiation JournalVolume 38, Issue 2 p. 309-319 Reflections Fact, Fiction, and Negotiation: Deepak Malhotra's The Peacemaker's Code Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author First published: 03 May 2022 https://doi.org/10.1111/nejo.12395Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume38, Issue2Spring 2022Pages 309-319 RelatedInformation

Negotiation JournalVolume 37, Issue 1 p. 5-12 Requested Introduction to Special Issue: Artificial Intelligence, Technology, and Negotiation Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Cumnock Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Cumnock Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author First published: 06 February 2021 https://doi.org/10.1111/nejo.12352Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume37, Issue1Special Issue: Artificial Intelligence, Technology, and NegotiationWinter 2021Pages 5-12 RelatedInformation

Negotiation JournalVolume 36, Issue 1 p. 7-12 Column The Luck Factor in Negotiation Kimberlyn Leary, Kimberlyn LearySearch for more papers by this authorMichael Wheeler, Michael WheelerSearch for more papers by this author Kimberlyn Leary, Kimberlyn LearySearch for more papers by this authorMichael Wheeler, Michael WheelerSearch for more papers by this author First published: 14 January 2020 https://doi.org/10.1111/nejo.12306Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume36, Issue1Winter 2020Pages 7-12 RelatedInformation

This chapter describes how the defining values and characteristics of the Athenæum are thrown into sharper relief during the First World War than in the previous ninety years. Like other clubs and institutions, the Athenæum suffered losses and contributed to the war effort as best it could, through corporate donations and by adhering to wartime regulations. More unusually, and possibly uniquely, its long-established tradition of attracting members who combined creative ability with a readiness to engage in some kind of administration or public service now bore fruit at a time of rapid development in many fields, not only through the work of its leaders and officials of Church and state, senior military men, armaments directors, engineers, and scientists, but also its intelligence officers and those writers and artists who worked in the penumbra of propaganda. Members of Britain's leading literary club not only helped to run the war, they also wrote it, often drawing upon a tradition of Hellenism and Arnoldian 'culture' in their opposition to German <italic>Kultur</italic>. Ultimately, the chapter considers how the history of the Athenæum relates to that of the nation over a short period of four tumultuous years.

Negotiation JournalVolume 36, Issue 4 p. 471-487 Reflections Christo and Jeanne-Claude: The Negotiation of Art and Vice Versa Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author Michael Wheeler, Corresponding Author Michael Wheeler mwheeler@hbs.edu Corresponding author: Michael Wheeler, Senior Faculty Center, Harvard Business School, Soldiers Field, Boston, MA 02163, USA.Search for more papers by this author First published: 05 October 2020 https://doi.org/10.1111/nejo.12338Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume36, Issue4Fall 2020Pages 471-487 RelatedInformation

Negotiation JournalVolume 33, Issue 4 p. 367-370 Original Article Bridging Data, Decisions, and Negotiations Michael Wheeler, Michael Wheeler Michael Wheeler: is a senior fellow at the Harvard Business School, where he previously held the Class of 1952 Chair of Management Practice, and editor emeritus of Negotiation Journal. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author Michael Wheeler, Michael Wheeler Michael Wheeler: is a senior fellow at the Harvard Business School, where he previously held the Class of 1952 Chair of Management Practice, and editor emeritus of Negotiation Journal. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author First published: 18 October 2017 https://doi.org/10.1111/nejo.12201 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume33, Issue4October 2017Pages 367-370 RelatedInformation

Negotiation JournalVolume 32, Issue 4 p. 345-355 Book Review Essays Learning from Practice Michael Wheeler, Michael Wheeler Michael Wheeler: a senior fellow at the Harvard Business School, where he previously held the Class of 1952 Chair of Management Practice. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author Michael Wheeler, Michael Wheeler Michael Wheeler: a senior fellow at the Harvard Business School, where he previously held the Class of 1952 Chair of Management Practice. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author First published: 17 October 2016 https://doi.org/10.1111/nejo.12164 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume32, Issue4October 2016Pages 345-355 RelatedInformation

Negotiation JournalVolume 31, Issue 4 p. 477-490 Negotiation Pedagogy and the Behavioral Theory Learning to Teach Negotiation Michael Wheeler, Michael WheelerMichael Wheeler is a professor of management practice emeritus at the Harvard Business School in Boston and the editor of Negotiation Journal. His e-mail address is [email protected].Search for more papers by this author Michael Wheeler, Michael WheelerMichael Wheeler is a professor of management practice emeritus at the Harvard Business School in Boston and the editor of Negotiation Journal. His e-mail address is [email protected].Search for more papers by this author First published: 23 October 2015 https://doi.org/10.1111/nejo.12131Citations: 5 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume31, Issue4October 2015Pages 477-490 This article also appears in:Negotiation Pedagogy RelatedInformation

On the surface, warfare and negotiation may seem to be polar opposites. The objective in war is to defeat the enemy. In negotiation, the goal is to find a solution that satisfies all the parties. Not surprisingly, little cross-learning and exchange has occurred across the two domains. In spite of important differences, however, the dynamics of war and negotiation have much in common. Specifically, both involve the interaction of motivated agents with distinct interests, perceptions, and values (especially in high-stakes contexts). As a result, robust strategy, creativity, and nimble tactics are essential both on the battlefield and at the bargaining table. Just as negotiation theory could be enriched by principles of maneuver warfare, military doctrine offers officers and soldiers a potentially useful foundation to better understand and manage the negotiation process, especially in complex, cross-cultural contexts.

Some people are practically phobic about going to the bargaining table. If their minimum needs are met, they'll sign on the dotted line just to end the stress of dealing with people who have different agendas and styles. But that can be an expensive aversion, the authors write. When you're facing an important negotiation, rigorous preparation--running the numbers, scouting the marketplace, developing a plan B--is essential. But it's only half the story. The truth is that your passions matter in real-life deal making and dispute resolution. You need to understand, channel, and learn from your emotions in order to adapt to the situation at hand and engage others successfully. The authors studied 20 seasoned negotiators to explore their thoughts and feelings about the process. They invited their participants to find and combine pictures that metaphorically depicted those feelings and to describe in in-depth interviews the collages they'd created. Three reasons for the stressfulness of the negotiation experience emerged: lack of control, unpredictability, and the absence of feedback. This article includes a six-step warm-up exercise to help you prepare emotionally to negotiate effectively.

Negotiation JournalVolume 28, Issue 1 p. 73-78 Three Cheers for Teaching Distributive Bargaining Michael Wheeler, Corresponding Author Michael Wheeler Harvard Business SchoolMichael Wheeler is the Class of 1952 professor of Management at the Harvard Business School. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author Michael Wheeler, Corresponding Author Michael Wheeler Harvard Business SchoolMichael Wheeler is the Class of 1952 professor of Management at the Harvard Business School. His e-mail address is mwheeler@hbs.edu.Search for more papers by this author First published: 18 January 2012 https://doi.org/10.1111/j.1571-9979.2011.00326.xCitations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume28, Issue1January 2012Pages 73-78 RelatedInformation