This Harvard Program on Negotiation special report compiles research‑based guidance for negotiating when parties are physically separated. It begins by describing the pandemic‑driven shift to remote deal‑making and outlines how to select among telephone, videoconference, email, and text based on their communication richness and synchronicity. Detailed sections examine videoconferencing pitfalls (limited visual cues, technical glitches, privacy risks, self‑image effects) and prescribe practical set‑ups (neutral background, professional dress, full attention). The report then explores email negotiations, noting their “impoverished” nature but also highlighting benefits such as time‑zone flexibility, power equalization, and the ability to craft thoughtful messages; it offers a checklist for organizing and enriching email exchanges. Text‑messaging is presented as a convenient but error‑prone channel, with generational differences in comfort and a caution about autocorrect mishaps. A dedicated Q&A on hiring through online labor markets (OLMs) explains how to manage trust, reputation, and negotiation strategy when posting jobs, evaluating candidates, and handling payments. The e‑mediation chapter defines technology‑enhanced mediation, outlines its advantages for long‑distance workplace disputes, and provides implementation steps (select experienced e‑mediators, use early‑stage tech assessments, monitor outcomes). The report also discusses the pervasive influence of smartphones, which turn traditionally asynchronous email into semi‑synchronous communication, creating both speed advantages and distraction‑driven errors. Finally, it recommends a “go into the wind” media‑sequencing strategy that blends face‑to‑face, video, phone, and email to capitalize on each medium’s strengths. The document concludes with promotional information about Harvard’s executive‑education programs and resources for further learning.
Topics
Negotiating from a Social Distance – Pandemic‑Driven Shift to Online
Explains why and how negotiations moved online during COVID‑19, citing real‑world examples (Xerox, IPO roadshows, virtual shareholder meetings) and framing the problem of choosing whether to meet virtually, postpone, or cancel.
Negotiating from a Social Distance – Pandemic‑Driven Remote Deal‑Making
How COVID‑19 forced firms to move negotiations online, the strategic choices between postponing, virtualizing, or canceling talks, and the research‑backed rationale for remote negotiation.
Choosing the Right Communication Medium – Richness and Synchronicity
Framework for evaluating telephone, videoconference, email, and text based on communication richness (social cues) and synchronicity (real‑time interaction), with guidance on matching media to negotiation phases.
Videoconferencing Pitfalls and Best‑Practice Set‑Up
Four major drawbacks of video (limited visibility, technical glitches, privacy/security, heightened self‑awareness) and concrete recommendations (neutral background, professional attire, full attention, technical rehearsal).
Email Negotiation – Hidden Benefits and Structured Strategies
Research findings on email’s power‑equalizing effect, time‑zone flexibility, and politeness; step‑by‑step tactics for organizing, enriching, and pacing email exchanges.
Text Messaging in Negotiation – Convenience vs. Misunderstanding
Advantages of instant, on‑the‑go communication; common error sources (autocorrect, brevity, tone); generational comfort differences and mitigation tips.
Hiring via Online Labor Markets – Trust, Reputation, and Negotiation Tactics
Decision framework for posting jobs, filtering candidates, assessing online reputations, negotiating rates, and managing ongoing payments; cost‑benefit analysis of staying on the platform.
E‑Mediation for Workplace Conflict – Technology‑Enhanced Dispute Resolution
Definition of e‑mediation, its role as a “fourth party,” benefits (distance, reduced power gaps, lower stress), and implementation checklist (select trained e‑mediators, early tech assessments, accountability mechanisms).