Shirli Kopelman

Clinical Assistant Professor Management and Organizations

Ph.D., Northwestern University
M.S., Northwestern University
B.A., Hebrew University Of Jerusalem



Kopelman is a leading researcher, expert, and educator in the field of negotiations at the University of Michigan’s Ross School of Business and Ford School of Public Policy. She holds a PhD in Management and Organizations and an MS in Organization Behavior from the Kellogg School of Management at Northwestern University, as well as a BA in Psychology from the Hebrew University of Jerusalem. Kopelman is Executive Director of the International Association for Conflict Management and Faculty Director of Business Practice at the Center for Positive Organizations.

Professor Kopelman is author of Negotiating Genuinely: Being Yourself in Business, published by Stanford University Press. Her strong academic background and hands-on experience with managers and executives led her to develop this groundbreaking positive framework for negotiations. This framework builds on research on genuine and strategic display of and response to emotions, and its power to transform social exchange beyond an instrumental negotiation task. Mindfully aligning emotions to strategy in relational settings is key to sustainable business profits, alongside individual and organizational wellbeing. It is a key driver of positive business.

Kopelman has received outstanding teaching and prestigious research awards. She enables people to sharpen their leadership skills in experiential settings. People come out with practical strategies that translate into substantial benefits for themselves and for their companies. Kopelman is fascinated by how people negotiate meaning and co-create value in the context of multi-faceted complex social interactions, particularly in business settings. Her research on social dilemmas suggests that rather than being driven by economic utility models, cooperation and social value creation is better explained by a four-factor logic of appropriateness: “What does a person like me (identity), do (heuristics/rules), in a situation like this (recognition), given this culture (group)?” For example, recognition of economic power may lead to relatively higher or lower cooperation, depending on the cultural background of negotiators. Her work with executive managers from Europe, Asia, the Middle East, and North America continues to fuel both her research and teaching.

Professor Kopelman juggles her time between academic research, mentoring, and teaching. One of her greatest passions is connecting people who have overlapping interests and watching their relationship blossom. She is bilingual in English and Hebrew and speaks French. Her favorite chocolate is a dark chocolate truffle from Sprüngli.



Executive Education Classes Taught

Management II, Negotiating for Positive Results, Negotiation Strategies and Influence Skills

Publications

Book: Negotiating Genuinely: Being Yourself in Business 16 Apr 2014

Shirli Kopelman
Stephen M. Ross School of Business
University of Michigan
701 Tappan St.
Ann Arbor, MI 48109-1234

Room Location: R4340
Personal Site: www.shirlikopelman.com
Working Papers
Management and Organizations Web Site