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Management article
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Reference no. N0603C
Published by: Harvard Business Publishing
Published in: "Negotiation Newsletter", 2006

Abstract

Much is made of the necessity for trust in productive negotiations. But, the authors contend, people who take trust for granted at the start of a negotiation will be much worse off than if they strive to build trust incrementally and naturally over the course of a relationship. How do you go about building a relationship you can trust? The authors offer guidelines for setting ground rules, creating contingent agreements, assessing whether the degree of trust between partners is justified, and adjusting that assessment as needed.

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Abstract

Much is made of the necessity for trust in productive negotiations. But, the authors contend, people who take trust for granted at the start of a negotiation will be much worse off than if they strive to build trust incrementally and naturally over the course of a relationship. How do you go about building a relationship you can trust? The authors offer guidelines for setting ground rules, creating contingent agreements, assessing whether the degree of trust between partners is justified, and adjusting that assessment as needed.

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