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The seven principles of breakthrough negotiation

Michael WatkinsMichael Watkins is an associate professor of business administration at Harvard Business School in Boston, where he teaches courses on negotiation and corporate diplomacy. Susan Rosegrant is a case writer at the John F. Kennedy School of Government at Harvard University in Cambridge Mass. This article is adapted from “Breakthrough International Negotiation: How Great Negotiators Transformed the World's Toughest Post-Cold War Conflicts,” Jossey-Bass (2001), © 2001 by Michael Watkins and Susan Rosegrant. Adapted by permission of Jossey-Bass, a John Wiley & Sons CoSusan RosegrantMichael Watkins is an associate professor of business administration at Harvard Business School in Boston, where he teaches courses on negotiation and corporate diplomacy. Susan Rosegrant is a case writer at the John F. Kennedy School of Government at Harvard University in Cambridge Mass. This article is adapted from “Breakthrough International Negotiation: How Great Negotiators Transformed the World's Toughest Post-Cold War Conflicts,” Jossey-Bass (2001), © 2001 by Michael Watkins and Susan Rosegrant. Adapted by permission of Jossey-Bass, a John Wiley & Sons Co

Alternatives to the High Cost of Litigationjournal2002en

ABI

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International Arbitration and Investment Law Corporate Law and Human Rights Corporate Insolvency and Governance

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DOI: 10.1002/alt.3810200305

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