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Explores how families in business can apply five principles of negotiation that are used effectively by non-family members. The distinctive characteristics of family relationships and of family business systems--which affect the use of these principles--are described.

Despite engaging with other people on a regular basis, individuals vary significantly in their willingness to trust. For some, trusting intentions are central to their conceptions of their social selves; while for others, the social world takes second place to their individually-motivated concerns. Despite these differences, extrinsic motivations (i.e., the tangible benefits that result from trusting) provide strong motivations to establish mutual trust and/or mutually-trusting reciprocal actions. The authors present the Motivated Attributions Model, with explains the conditions under which acts of trust are most likely. One immediate implication of their Model is for individuals in potentially-trusting relationships to seriously consider the effects of their motivations, their dependencies, their need to see themselves positively, and their inability to fully understand their counterparts' perceptions.

Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management.

Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management.

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On September 15, 2004, the existing collective bargaining agreement (CBA) between the National Hockey League (NHL) and the National Hockey League Players' Association (NHLPA) expired. Because the two sides had failed to negotiate a new CBA by that date, NHL Commissioner Gary Bettman locked out the players--no hockey would be played, no revenues would be collected, and no salaries would be paid. The key issues in the negotiation were the league's demand for a salary cap and for the linking of salaries to league revenues. The players opposed both of these demands. After months of near-fruitless negotiation, Bettman threatened to cancel the entire season, a move that would destroy billions in revenue. Provides a rich history of the two sides' relationship and an account of the negotiations that led up to the season cancellation threat. Asks students to analyze the power tactics that each side has used to its advantage in prior negotiations and to propose strategies that might help either side pull off a successful negotiation in the current context, which involves entrenched positions, complex issues, and severe distrust.

Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.

Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.