Many of the negotiation simulations include general instructions, which can be read by all parties, and secret instructions, which are intended for one side only. Also, some simulations offer “instructor’s notes” that provide more information on facilitating the exercises or their purpose in the course.
| SES # | TOPICS |
|---|---|
| 1 |
**Introduction and Course Overview ** We will discuss topics to be covered in the course, the Journal and the Separate Pages. You should write in the journal every week – see the assignments page for when written work is due – and write “separate pages,” which are evaluations of the negotiations of classmates. Major concepts in negotiation will be presented. Negotiation simulations begin to illustrate factors that may affect your choice of strategy and tactics in negotiation. Thinking ahead about the written assignments for session 2… Handouts:
Two Dollar Game: Secret Instructions for the Two Dollar Game: |
| 2 |
What Kind of Negotiator am I?
Case this Week: Stratego Aero I: Handouts:
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| 3 |
Distributive and Mixed Motive Bargaining
In today’s class we are concerned with ethics, and with classic, zero-sum negotiating problems – the gain of one is the loss of the other. Chapter 3 – be sure you have read it? – discussed the nature of distributive bargaining. Case: Terry and Josephine at Navigational Systems. Discussion of the role of power in negotiation.
Video: Film clips from: Sebenius, James K. Negotiating Corporate Change. Boston, MA: Harvard Business School Publishing, 1997. Should change be forced (distributively) or fostered (integratively), or is change a mixed motive process that requires both forcing and fostering?
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| 4 |
**Integrative and Mixed Motive Bargaining
Role-play**: Barrister, Counselor, Solicitor and Avocat, (Hiring/Salary Case):
Role-play: The Yearly Review (Performance Evaluation Case). Discussion of firing an employee.
Handout:
Pick up copies of the Aggressive Competitive Negotiator and Tax Books cases to prepare for next week. Choose a partner for next week – the negotiation next week will be two on two. |
| 5 |
Competitive and Cooperative Styles and Do Gender or Culture Make a Difference?
Case: Dealing with an Aggressive Competitive Negotiator
Case: The TEAM Case
Discussion of dealing with an aggressive competitive negotiator:
Discussion of the roles of gender and culture in negotiations:
Case: Tax Books by Prof. Gerald Williams, Brigham Young University. (negotiated two on two) Pick up your role in Telemachus, for next week. Please prepare with someone who has the same role. |
| 6 |
**Negotiating in Context ** Discussion of negotiation in a team setting and in coalitions. Case: Telemachus Technology – All parts of this case courtesy of George P. Maxe and Ellen J. Waxman, MIT Sloan School of Management.
Case: Coalition Game: Susskind, Lawrence. Three-Party Coalition Exercise. Available from the Program on Negotiation at Harvard Law School Clearinghouse.
Handout:
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| 7 |
Origins of Conflict – Dispute Prevention – **Delegating Conflict Management to the Disputant Class**: Videos on Complaint Handling: The Lab Supervisor by MIT Center for Advanced Educational Services. Discussions of dispute resolution systems, and discussions of “interests, rights and power” in the context of conflict management, raise serious ethical issues. Is it ethical to resolve criminal matters or public safety issues in an informal (problem-solving) fashion – without an investigation and without disciplinary action? At the other end of the spectrum, is it ethical to deal with conflicts involving free expression through disciplinary action? Through problem-solving? Only through problem-solving? Do you believe complainants should have options with respect to harassment and discrimination? If so, should complainants always have options? When yes, and when no? What options should managers have and when? As you read these materials please ask yourself and tell me – is it possible for a manager to prevent reprisal against a whistleblower or other complainant – or a person who strongly dissents from a position taken by an important person in the workplace? Case in Class: Stratego Aero II and discussion:
Case in Class: Manager’s Dilemma – Eavesdropping. This is a discussion about someone with a painful problem who does not wish to use ordinary grievance channels.
Discussion of Apologies: |
| 8 |
**Your Employer’s Dispute Resolution and Complaint Handling System Class**: Case examples and discussion. Case in Class: An Alarming Night. Designing an internal dispute resolution system.
Case in Class: Designing an Internal Complaint System:
Handout: |
| 9 |
**Conciliation and Mediation
**Stratego Aero III: |
| 10 |
**Investigation, Arbitration and Exceptionally Difficult People **(Double Class, 6 hours) Stratego Aero IV:
Case: Certified Public Accountants, Inc. (Theft):
Discussion of Cases Distributed in Class (Drugs, Whistleblowers, and a Convicted Employee):
Handout:
Evening Discussion of violence and the fear of violence in the work place, with Dr. Robert Fein, forensic psychologist. |
| 11 |
**More Negotiating with Difficult People **Class: More discussion of difficult people and excerpts from a movie. Case in Class: Getting the Package to the Airport
Video: The Story of Qiu Ju, Columbia/Tristar Studios (released with English subtitles), 1993.
Handouts:
Class Summaries: |
