Sections referred in the table below are from the main textbook: Lewicki, Roy, David Saunders, John Minton, and Bruce Barry. Negotiation: Readings, Exercises and Cases. New York, NY: McGraw-Hill. ISBN: 0072429658.
Modules are from the following textbook: Ancona, Deborah, Thomas Kochan, Maureen Scully, Eleanor Westney, and John VanMaanen. Managing for the Future: Organizational Behavior and Processes. 3rd ed. Mason, Ohio: South-Western College Pub., 2005. ISBN: 0324055757. (Written by Sloan School faculty members.)
| LEC # | TOPICS | READINGS |
|---|---|---|
|
A: Negotiations and Dispute Resolution - An Introduction |
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|
1 |
Introduction |
Section 1.1 - Weber. “How to Get Them to Show You the Money.” p. 2. Section 1.2 - Ury, Brett, and Goldberg. “Three Approaches to Resolving Disputes: Rights, Interests, and Power.” p. 10. Section 2.2 - Simons and Trip. “The Negotiation Checklist.” p. 50. |
|
2 |
Strategic Negotiations and Interest-Based Bargaining Principles |
Section 4.1 - Stepp, Sweeney, and Johnson. “Interest-Based Negotiations: An Engine Driving Change.” p. 114. Section 4.3 - Rubin. “Some Wise and Mistaken Assumptions about Conflict and Negotiation.” p. 131. _Readings Distributed Separately |
|
3 |
Dispute Resolution Systems and ADR |
Section 12.1 - Leritz. “Negotiating with Problem People.” p. 418. Section 13.1 - Lewicki, Hiam, and Olander. “When and How to Use Third-Party Help.” p. 436. Module 11 (from Managing for the Future text for Part I) - Managing Cultural Diversity: “Bystander Awareness.” pp. 20-31. _Readings Distributed Separately Rowe, Mary P., and Michael Baker. “Are You Hearing Enough Employee Concerns?” Harvard Business Review 62, no. 3 (May-June, 1984): 127-136. (Boston, MA.) |
|
B: Core Concepts |
||
|
4 |
Five Phase Model* and Communication Skills |
Section 5.1 - Neale and Bazerman. “Negotiating Rationally: The Power and impact of a Negotiator’s Frame.” p. 142. Section 7.2 - Reitz, Wall, Jr., and Love. “Ethics in Negotiation: Oil and Water or Good Lubrication?” p. 230. _Readings Distributed Separately |
|
5 |
Information Exchange and Feedback |
Readings Distributed Separately Cutcher-Gershenfeld, J. E. “Bargaining Over How to Bargain in Labor-Management Negotiations.” Negotiation Journal 10 (1994): 323-335. |
|
6 |
Rules of the Game |
Preparation of Simulation Materials Section 2.3 - Brandenburger and Nalebuff. “The Right Game: Use Game Theory to Shape Strategy.” p. 64. Section 6.1 - Pfeffer. “Where Does Power Come From?” p. 184. |
|
C: Organizational and Policy Context |
||
|
7 |
Cross-Cultural Negotiations |
Section 11.1 - Mayfield, Jacqueline, Milton Mayfield, Martin Drew, and Paul Herbig. “International Negotiations: An Entirely Different Animal.” p. 340. Section 11.2 - Salacuse. “Intercultural Negotiations in International Business.” p. 355. |
|
8 |
Regional Economic Development and Public Investment |
Preparation of Simulation Materials Section 10.1 - Tannen. “The Power of Talk: Who Gets Heard and Why.” p. 316. |
|
9 |
Regional Economic Development and Public Investment (cont.) |
Preparation of Simulation Materials Section 9.3 - Vanover. “Getting Things Done Through Coalitions.” p. 308. |
|
10 |
Labor Markets - Recruitment/Job Search |
Module 7 (from Managing for the Future text for Part I) - Workforce Management: “Managing a Changing Workforce in Turbulent Times.” p. 12. “Building Competitive Advantage Through People.” p. 29. “The Case of the Part-Time Partner,” and “The Part Time Partner Redux.” p. 44. |
|
D: Integration |
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|
11 |
Negotiations/Dispute Resolution Systems Case Studies |
No readings are assigned for this class. Come prepared to present your case study findings. |
|
12 |
Negotiations/Dispute Resolution Systems Case Studies (cont.) |
No readings are assigned for this class. Come prepared to present your case study findings. |
|
13 |
Practitioner Panel |
Section 8.2 - Sheppard. “Negotiating in Long-Term Mutually Interdependent Relationships among Relative Equals.” p. 281. |
* 5 Phase Model: 1.0 Prepare, 2.0 Bargain Over How to Bargain, 3.0 Open and Explore, 4.0 Focus and Agree, 5.0 Implement and Sustain
