University of Southern California



|[pic] |MOR 569—Negotiation and Deal Making - ONLINE |

| |Summer 2020, 16716 R, Tuesday, 6:00-10:00 pm |

| |Professor: Michael W. Coombs, Ph.D. |

| |Office: HOH 426 |

| |Office Phone: 213 740-9290; Cell: 213-327-4263 |

| |Office Hours: I am available to meet or chat. Please send an email to request a mutually|

| |beneficial time. |

| |E-mail: mcoombs@usc.edu |

Course Description

This course in negotiation discusses theories, strategies, and ethics underlying negotiation and persuasion in contemporary organizations and societies. Particular emphasis is given to the knowledge and skills needed for effective negotiation and persuasion in a variety of business and non-business settings. The readings, lectures and case studies have been chosen for their relevance to the situations you are likely to face as a consumer and as a manager.

Learning Objectives

Every negotiation involves persuasion. As you will read, persuasion occurs when at least one person attempts to influence the thinking and/or actions of one or more others. Persuasion enters into most interpersonal and work related interactions. Our focus will be on persuasion as it occurs in the context of negotiation. Negotiation is the process by which two or more interdependent parties attempt to secure agreement.

The primary objective of this course is to broaden your understanding of how these two interrelated processes operate within and between organizations. Additional objectives include:

Develop a greater understanding of the factors that facilitate and those that hinder effective negotiation and persuasion.

Improve analytical abilities in understanding the needs, concerns, motivations, and desires of other negotiators.

Develop strategic thinking skills in selecting behaviors that increase the likelihood of satisfactory negotiation both within and across cultures.

Increase confidence in our ability to persuade and negotiate.

Provide experience in negotiation through classroom and outside assignments.

Prepare a strategic negotiation plan in advance of the negotiation.

Evaluate performance by self and others and provide insightful, helpful comments which spur actions for further development and improved performance.

Course Notes

The class will include lectures, class discussions, class negotiation activities, quizzes and negotiation assignments outside of class. Be prepared to stay a few minutes after class to arrange meetings with other students for outside-of-class assignments. Negotiation session make-ups are not recommended. They are more staged than the original exercises and are difficult to arrange with all the other participants. They will only be arranged for serious medical or emergency situations.

The course is built around a series of negotiation exercises and debriefings. All exercises require some preparation in advance. Students are expected to be fully prepared for exercises prior to class and to participate in the debriefings. While some class time will be provided when group preparation is required, students will also need to meet outside of class.

Grading Policies

1. Participation and Contribution (10% of your grade)

Your participation and contribution score will be managed as a “Bank Account.” Positive behaviors will increase your account. Negative behaviors will decrease your account. Your preparation involves completing the assigned readings and preparing the negotiation exercise for that day. Because I try to observe as many negotiations as possible on any given day, it is often quite obvious when a student is not prepared. This harms your negotiation partner’s experience as well as your own, and will be noted by me, and taken into account in the final assignment of preparation scores. When negotiating, you must follow all the instructions that are provided for your role. However, you do have freedom to be creative in how you interpret this information and the kinds of strategies you employ, provided that they do not contradict any of the explicit instructions or fundamentally alter the negotiation’s structure.

Participation in class discussion involves active participation that contributes to the class. Merely showing up and having read the assigned readings does not get you any credit. Attendance is required, and is therefore not rewarded. Active participation means that you speak up in class. Whether this is accomplished by answering questions, making observations, commenting on other students’ comments or challenging the instructor’s views does not matter. The second requirement is that what you say actually contributes – merely repeating comments made by other students or telling the class that you agree with what someone else said does not count. Your comments should move the discussion forward. If you are shy, prefer to sit quietly in the back, or just do not feel comfortable speaking in front of your classmates, my suggestion is that you see this class as a challenge to improve those skills. No such excuses will be accepted when the day is done and the grades are assigned.

Note: This course has a strict attendance policy. You must provide prior notice to the instructor if you have to miss a negotiation. If you do not provide such notice, your negotiating partner for the day is left hanging and many people can end up being inconvenienced. If you miss a negotiation without prior notice to the instructor, you will be penalized in the final grading of the course. Even if you do provide prior notice, but miss multiple classes, you may also be penalized.

This syllabus contains the dates for all negotiation exercises. The ELC schedule will not be changed. If you need to miss an exercise, please refer to the latest version of the posted role assignments for that case, contact your assigned partner(s) to see if alternative arrangements can be made for negotiating the case [i.e., either with those partner(s) or with other classmates who have been assigned the requisite role(s) and who would be willing to switch with your assigned partner(s)] and inform me via e-mail regarding the outcome of these efforts. You must notify me of your absence from class, and any arrangements you have made with regard to this absence, at least 24 hours before the start of class so I can make the necessary classroom adjustments. Please note that I will not match up students for the purposes of establishing a make-up exercise. Such arrangements will be your responsibility.

If you have read to this point it should be obvious that this course requires your active participation. If your chosen field of study were music you would have some classes which present theory and other classes which develop your performance skills. This negotiation class contains both theory and performance. We are scheduled for 10 exercises through the semester which provide an opportunity to develop your skills in applying concepts presented in class and in the readings.

I reserve the ability to evaluate your contributions. Inappropriate behavior in class for any reason such as: checking email, eating, entering and exiting during class, late arrivals, early departures, and other distractive behaviors may result in receiving no credit for that class session. Only sitting in the class is also insufficient contribution.

In order to assure that your class participation grade is objective and fair, we will keep track of your contributions during class. It isn’t necessary that you talk all the time or that we call on you in order for you to be noticed. It is important to make quality contributions in class -- ones that facilitate learning and help reach class goals.

Thus, your active involvement in preparation and participation is required in this course. This will be reflected in your overall course grade. This semester the registration system permits students to choose to enroll for classes for 1) a letter grade, 2) Pass/No Pass) or 3) as an Audit. Putting forth less than optimum performance is of little value in developing your negotiation skills and affects the experience of your fellow classmates. Therefore, registration in this course on a Pass/No Pass or Audit basis is strongly discouraged. The same standard of performance will be expected of you in all course activities as students seeking a letter grade. Students registered on an Audit basis will be allowed to attend classes but not participate in class activities.

2. Skill-Based Modules/Quizzes (15% of your grade).

Skill-based deliverables provide an opportunity to demonstrate your understanding of key concepts within the course. These will be used to evaluate your progress on specific occasions during the course. Some will be conducted during class, others may be prepared outside of class. They may be announced or not announced.

3. Strategic Plans and Self-Evaluations of Negotiations (40% of your grade).

Strategic plans will be prepared in advance of each negotiation and submitted in the typed format which is provided.

Following Negotiations 2, 4, 6, and 9 a word-processed individual self-evaluation of approximately three pages will be submitted describing your perceptions of your negotiation skills and those of your partner(s) and areas for improvement for both. There will be two sources of input for each of these reports: (1) classmates will provide you with comments based on their observations and, (2) you will watch the video recording of your negotiation on your own and make note of areas for your own improvement (Your evaluation report should be thorough and focused on information learned in course lectures and readings. These evaluations are a critical part of the learning in this course. Thus, your improvement in this course is not totally dependent upon the instructor but requires your own participation, awareness and evaluation. You should receive feedback from classmates as well.

The write-up for Negotiation 9 gives you an opportunity to integrate your experience overall during the course. You will be addressing the questions: “What have I learned about (1) myself, (2) about negotiation and (3) what will I do to improve my negotiation skills?” Comments regarding the functioning of your team throughout the course will also be evaluated. Specific details will be provided later.

Assignments must be submitted in hard copy at the beginning of class at the due date / time specified. Any assignment turned in late, even if only by a few minutes, will receive a grade deduction (for example, if your work is a B+ grade, you will be given a C+ grade). If your printer breaks down on the due date, you must email a copy to me by the due date/time.

4. Final Examination (35% of your grade).

This examination will include both multiple choice and short answer (essay) questions on information and materials used in the course.

Final course grades represent how you perform in the class relative to other students. Your grade will not be based on a mandated target, but on your performance. Historically, the average grade for this class is about a 3.3 gpa (B+). Three items are considered when assigning final grades:

1. Your average weighted score as a percentage of the available points for all assignments (the points you received divided by the number of points possible).

2. The overall percentage score within the class.

3. Your ranking among all students in the class.

USC Marshall Critical Thinking Initiative

The USC Marshall Critical Thinking Initiative is a school-wide effort to improve your critical thinking skills in order to be more successful problem solvers in class and in the workplace.  This means that you will engage in a variety of learning activities in your courses which are aimed at developing and applying your critical thinking skills in a disciplined manner so that you can outperform others to get your desired job and to further excel in your career.  Your ability to think critically is an important part of the evaluation/grading process in this course.  The centerpiece of Marshall’s critical thinking knowledge is a website that contains instructional materials and videos. During the course of the semester, the instructor may direct you to these instructional resources prior to various class discussions and exercises.

Academic Integrity

The following information on academic integrity, dishonesty, and the grading standard are placed here at the recommendation of the School of Business Administration Faculty and are taken from the Faculty Handbook.

“The University, as an instrument of learning, is predicated on the existence of an environment of integrity. As members of the academic community, faculty, students, and administrative officials share the responsibility for maintaining this environment. Faculty have the primary responsibility for establishing and maintaining an atmosphere and attitude of academic integrity such that the enterprise may flourish in an open and honest way. Students share this responsibility for maintaining standards of academic performance and classroom behavior conducive to the learning process. Administrative officials are responsible for the establishment and maintenance of procedures to support and enforce those academic standards. Thus, the entire University community bears the responsibility for maintaining an environment of integrity and for taking appropriate action to sanction individuals involved in any violation. When there is a clear indication that such individuals are unwilling or unable to support these standards, they should not be allowed to remain in the University.” (Faculty Handbook, 1994: 20)

Academic dishonesty includes: (Faculty Handbook, 1994: 21-22)

1. Examination behavior - any use of external assistance during an examination shall be considered academically dishonest unless expressly permitted by the teacher.

2. Fabrication - any intentional falsification or invention of data or citation in an academic exercise will be considered a violation of academic integrity.

1. Plagiarism - the appropriation and subsequent passing off of another’s ideas or words as one’s own. If the words or ideas of another are used, acknowledgment of the original source must be made through recognized referencing practices.

2. Other Types of Academic Dishonesty - submitting a paper written by or obtained from another, using a paper or essay in more than one class without the teacher’s express permission, obtaining a copy of an examination in advance without the knowledge and consent of the teacher, changing academic records outside of normal procedures and/or petitions, using another person to complete homework assignments or take-home exams without the knowledge or consent of the teacher.

The use of unauthorized material, communication with fellow students for course assignments, or during a mid-term examination, attempting to benefit from work of another student, past or present, and similar behavior that defeats the intent of an assignment or mid-term examination is unacceptable to the University. It is often difficult to distinguish between a culpable act and inadvertent behavior resulting from the nervous tensions accompanying examinations. Where a clear violation has occurred, however, the instructor may disqualify the student’s work as unacceptable and assign a failing mark on the paper.

STATEMENT ON ACADEMIC CONDUCT AND SUPPORT SYSTEMS

Academic Conduct:

Plagiarism – presenting someone else’s ideas as your own, either verbatim or recast in your own words – is a serious academic offense with serious consequences. Please familiarize yourself with the discussion of plagiarism in SCampus in Part B, Section 11, “Behavior Violating University Standards” .  Other forms of academic dishonesty are equally unacceptable.  See additional information in SCampus and university policies on scientific misconduct, .

 

Support Systems:

Student Counseling Services (SCS) - (213) 740-7711 – 24/7 on call

Free and confidential mental health treatment for students, including short-term psychotherapy, group counseling, stress fitness workshops, and crisis intervention.

National Suicide Prevention Lifeline - 1-800-273-8255

Provides free and confidential emotional support to people in suicidal crisis or emotional distress 24 hours a day, 7 days a week.

Relationship & Sexual Violence Prevention Services (RSVP) - (213) 740-4900 - 24/7 on call

Free and confidential therapy services, workshops, and training for situations related to gender-based harm.

Sexual Assault Resource Center

For more information about how to get help or help a survivor, rights, reporting options, and additional resources, visit the website:

Office of Equity and Diversity (OED)/Title IX compliance – (213) 740-5086

Works with faculty, staff, visitors, applicants, and students around issues of protected class.

Bias Assessment Response and Support

Incidents of bias, hate crimes and microaggressions need to be reported allowing for appropriate investigation and response.

Student Support & Advocacy – (213) 821-4710

Assists students and families in resolving complex issues adversely affecting their success as a student EX: personal, financial, and academic.

Diversity at USC

Tabs for Events, Programs and Training, Task Force (including representatives for each school), Chronology, Participate, Resources for Students.

USC Emergency Information

Provides safety and other updates, including ways in which instruction will be continued if an officially declared emergency makes travel to campus infeasible. emergency.usc.edu

USC Department of Public Safety – UPC: (213) 740-4321 – HSC: (323) 442-1000 – 24-hour emergency or to report a crime. Provides overall safety to USC community. dps.usc.edu

Students with Disabilities

USC is committed to making reasonable accommodations to assist individuals with disabilities in reaching their academic potential. If you have a disability which may impact your performance, attendance, or grades in this course and require accommodations, you must first register with the Office of Disability Services and Programs (usc.edu/disability). DSP provides certification for students with disabilities and helps arrange the relevant accommodations.  Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in GFS (Grace Ford Salvatori Hall) 120 and is open 8:30 a.m.–5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776. Email: ability@usc.edu.

USC Marshall Guidelines

Add / Drop Process

If you are absent three or more times prior to June 26, I may ask you to withdraw from the class by that date. These policies maintain the professionalism and ensure a system that is fair to all students.

Technology Policy

Laptop and internet usage is not permitted during academic or professional sessions unless otherwise stated by the respective professor and/or staff. Use of other personal communication devices, such as cell phones, is considered unprofessional and is not permitted during academic or professional sessions. ANY e-devices (cell phones, PDAs, i-phones, Blackberries, or other texting devices, laptops, i-pods) must be completely turned off during class time unless given permission. Upon request, you must comply and put your device on the table in off mode and FACE DOWN. You might also be asked to deposit your devices in a designated area in the classroom. Videotaping faculty lectures is not permitted, due to copyright infringement regulations. Audio-taping may be permitted only if approved by the professor. Use of any recorded material is reserved exclusively for USC Marshall students registered in this class. Be here, Now!

Course Communication: Blackboard Course Management System

The Marshall School of Business is using the Blackboard Course Management System for faculty – student communication. If you are registered in this course you have access to this CMS through . If you are accustomed to using other e-mail services please link them to the USC system so that you receive emails in a timely manner. You should begin the habit of checking Blackboard for additional information on a very regular basis. The course syllabus has been posted. Additional course lecture notes/materials, further details on assignments and position outlines (where appropriate), and general course announcements, will be posted to the folder throughout the semester.

Class Notes

Notes or recordings made by students based on a university class or lecture may only be made for purposes of individual or group study, or for other non-commercial purposes that reasonably arise from the student’s membership in the class or attendance at the university. This restriction also applies to any information distributed, disseminated or in any way displayed for use in relationship to the class, whether obtained in class, via email or otherwise on the internet, or via any other medium. Actions in violation of this policy constitute a violation of the Student Conduct Code, and may subject an individual or entity to university discipline and/or legal proceedings.

No recording and copyright notice. No student may record any lecture, class discussion or meeting with me without my prior express written permission. The word “record” or the act of recording includes, but is not limited to, any and all means by which sound or visual images can be stored, duplicated or retransmitted whether by an electro-mechanical, analog, digital, wire, electronic or other device or any other means of signal encoding. I reserve all rights, including copyright, to my lectures, course syllabi and related materials, including summaries, PowerPoints, prior exams, answer keys, and all supplementary course materials available to the students enrolled in my class whether posted on Blackboard or otherwise. They may not be reproduced, distributed, copied, or disseminated in any media or in any form, including but not limited to all course note-sharing websites. Exceptions may be made for students who have made prior arrangements with DSP and me.

Emergency Preparedness / Course Continuity

In case of a declared emergency if travel to campus is not feasible, USC executive leadership will announce an electronic way for instructors to teach students in their residence halls or homes using a combination of Blackboard, teleconferencing, and other technologies.

Please activate your course in Blackboard with access to the course syllabus. Whether or not you use Blackboard regularly, these preparations will be crucial in an emergency. USC’s Blackboard learning management system and support information is available at blackboard.usc.edu.

Returned Coursework

Returned paperwork, unclaimed by a student, will be discarded after 4 weeks and hence, will not be available should a grade appeal be pursued following receipt of his/her grade.

Incomplete Grades

A mark of IN (incomplete) may be assigned when work is not completed because of a documented illness or other “emergency” that occurs after the 12th week of the semester (or the twelfth week equivalent (July 28, 2020) for any course that is scheduled for less than 15 weeks).

An “emergency” is defined as a serious documented illness, or an unforeseen situation that is beyond the student’s control, that prevents a student from completing the semester. Prior to the 12th week, the student still has the option of dropping the class. Arrangements for completing an IN must be initiated by the student and agreed to by the instructor prior to the final examination. If an Incomplete is assigned as the student’s grade, the instructor is required to fill out an “Assignment of an Incomplete (IN) and Requirements for Completion” form () which specifies to the student and to the department the work remaining to be done, the procedures for its completion, the grade in the course to date, and the weight to be assigned to work remaining to be done when the final grade is computed. Both the instructor and student must sign the form with a copy of the form filed in the department. Class work to complete the course must be completed within one calendar year from the date the IN was assigned. The IN mark will be converted to an F grade should the course not be completed.

Key Dates—Summer 2020

Weds May 27 Summer Session 33 classes begin

Tues June 2 OUR class begins

Weds June 10 Last day to register and add classes

Mon July 28 Last day to drop a class with a mark of “W”

Tues August 11 Classes end

Tues August 11 Final Exam

Books and Materials

Required Materials:

1) Text: Lewicki, Roy; Barry, Bruce; Saunders, David M., Essentials of Negotiation, 6th ed., McGraw-Hill, 2016, ISBN: 978-0-07-7862466

2) A COMBINED Online Material Bundle

a) Course Reader containing collected articles.

b) Required materials used in each of our negotiation exercises. These will be distributed to you each week in a digital form depending on your role in the upcoming exercise.

Optional Readings:

Adler, Nancy, From Boston to Beijing: Managing with a World View. Cincinnati, OH: Southwestern / Thomson, 2002.

Adler, Nancy with Allen Gunderson, International Dimensions of Organizational Behavior, Fifth Edition. Mason, OH: Thomson, 2008.

Bazerman, Max H. & Neale, Margaret A., Negotiating Rationally. New York, NY: The Free Press, 1992.

Brett, Jeanne M., Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries. San Francisco, CA: Jossey-Bass, 2001.

Camp, Jim, Start with No. New York, NY: Crown Business, 2002.

Cialdini, Robert B., Influence: Science and Practice, 4th edition. Boston, MA: Allyn and Bacon, 2001.

Cellich, Clauide and Jain, Subhash C., Global Business Negotiations: A Practical Guide. Mason, OH: Southwestern, 2004.

Cohen, Raymond, Negotiating Across Cultures: International Communication in an Interdependent World, revised. Washington, D.C.: Unites States institute of peace oppress, 1997.

Deep, Sam and Sussman, Lyle, What to Ask When You Don’t Know What to Say: 555 Powerful Questions to Use For Getting Your Way at Work. New York, NY: MJF Books, 1993.

Diamond, Stuart, Getting More: How to Negotiate to Achieve Your Goals in the Real World. Crown Business, New York, NY, 2010.

Donohue, George F., Real Estate Dealmaking: A Property Investor’s Guide to Negotiating. Chicago, IL: Dearborn Trade Publishing, 2005.

Ertel, Danny and Gordon, Mark, The Point of the Deal: How to Negotiate When Yes is Not Enough. Boston, MA: Harvard Business School Press, 2007.

Fairhurst, Gail T. and Sarr, Robert A., The Art of Framing: Managing the Language of Leadership. San Francisco, CA: Jossey-Bass Publishers, 1996.

Fisher, Roger & Ury, William; Getting to Yes, 2nd edition.; Penguin Books, 1991.

Foster, Dean Allen, Bargaining Across Borders; McGraw-Hill, 1992;

ISBN 0-07-021656-8

Gesteland, Richard R., Cross-Cultural Business Behavior: Marketing, Negotiating and Managing Across Cultures. Copenhagen, Denmark, 1999.

Goldman, Barry M. and Shapiro, Debra L., The Psychology of Negotiations in the 21st Century Workplace: New Challenges and New Solutions. New York, NY: Routledge, 2012.

Goldstein, Noah J., Martin, Steve J. and Cialdini, Robert B., Yes!: 50 Scientifically Proven Ways to Be Persuasive. New York. NY: Free Press, 2008.

Grosse, Robert E. editor, Thunderbird on Global Business Strategy. New York, NY: John Wiley & Sons, Inc., 2000.

Gundling, Ernest; Hogan, Terry and Cvitkovich, Karen, What is Global Leadership? 10 Key Behaviors That Define Great Global Leaders. Boston, MA: Nicholas Brealey Publishing, 2011.

Gundling, Ernest, Working GlobeSmart: 12 People Skills for Doing Business Across Borders. Boston, MA: Nicholas Brealey Publishing, 2010.

Hofstede, Geert, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, 2nd edition. Thousand Oaks, CA: Sage Publications, 2001.

Hogan, Kevin, The Science of Influence: How to Get Anyone to Say Yes in 8 Minutes or Less. Hoboken, NJ: John Wiley & Sons, 2005.

House, Robert J.; Hanges, Paul J.; Javidan, Mansour; Dorfman, Peter w.; and Gupta, Vipin, Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, Sage Publications, Inc., 2004.

Huthwaite, The Behavior of Successful Negotiators. Accessed at:

Karrass, Chester L. Give and Take: The Complete Guide to Negotiating Strategies and Tactics, revised edition. New York, NY: Harper Business, 1993.

Kolb, Deborah M. and Williams, Judith, Everyday Negotiation: Navigating the Hidden Agendas in Bargaining. Jossey-Bass, 2003.

Kublin, Michael, International Negotiating: A Primer for American Business Professionals. New York, NY: International Business Press, 1995.

Kulhan, Bob, Getting to “Yes And”: The Art of Business Improv. Stanford, CA: Stanford University Press, 2016.

Lang, Michael D. and Taylor, Alison, The Making of a Mediator: Developing Artistry in Practice. Jossey-Bass, Inc. 2000.

Latz, Martin E. Gain the Edge: Negotiating to Get What You Want. New York, NY: St. Martin’s Griffin, 2004.

Lavington, Camille, with Stephanie Losee, You’ve Only Got Three Seconds: How to Make the Right Impression in Your Business and Social Life. New York, NY: Doubleday, 1997.

Lax, David A. and Sebenius, James K., 3-D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals. Boston, MA: Harvard Business School Press, 2006.

Leeds, Dorothy, The 7 Powers of Questions: Secrets to Successful Communication in Life and at Work. New York, NY: Perigee Books, 2000.

Leon, Burke and Leon Stephanie, The Insider’s Guide to Buying a New or Used Car: Hundreds of Tips in Easy-to-Use Checklist Format from a Veteran Insider. Cincinnati, OH: Betterway Books, 1993.

Lewis, Richard D., When Cultures Collide: Leading Across Cultures, 3rd edition. Boston, MA: Nicholas Brealey International, 2006.

Lewicki, Roy J. and Hiam, Alexander, Mastering Business Negotiation: A Working Guide to Making Deals and Resolving Conflict. San Francisco, CA: Jossey-Bass, 2006.

Malhotra, Deepak, 15 Rules for Negotiating a Job Offer. Boston, MA: Harvard Business School Press, 2014.

Malhotra, Deepak and Bazerman, Max H., Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond. New York, NY: Bantam Books, 2007.

McCormack, Mark H., On Negotiating. Los Angeles, CA: Dove Books, 1995.

Mnookin, Robert, Bargaining with the Devil: When to Negotiate, When to Fight. New York, NY: Simon & Schuster, 2010.

Morosini, Piero, Managing Cultural Differences: Effective Strategy and Execution Across Cultures in Global Corporate Alliances. Oxford, GB, UK, Elsevier Science Ltd., 1998.

Morris, Desmond, Bodytalk: The Meaning of Human Gestures. New York, NY: Crown Publishers, 1994.

Morrison, Terri, Conaway, Wayne A., and Borden, George A., Kiss, Bow, or Shake Hands: How to Do Business in Sixty Countries. Holbrook, MA, Adams Media Corporation, 1994.

Nadler, Gerald and Chandon, William J. Smart Questions: Learn to Ask the Right Questions for Powerful Results. San Francisco, CA: Jossey-Bass, 2004.

Nierenberg, Juliet and Ross, Irene S., Women and the Art of Negotiating. New York, NY: Barnes and Noble, 1985.

Pease, Allan and Pease, Barbara; The Definitive Book of Body Language. New York, NY: Random House, 2006.

Puhn, Laurie, Instant Persuasion: How to Change Your Words to Change Your Life. New York, NY: Jeremy Tarcher / Penguin, 2005.

Raiffa, Howard with John Richardson and David Metcalfe, Negotiation Analysis: The Science and Art of Collaborative Decision Making. Cambridge, MA: The Belknap Press of Harvard University Press, 2002.

Rapaille, Clotaire, The Culture Code: An Ingenious Way to Understand Why People Around the World Live and Buy as they do. New York, NY: Random House, 2006.

Reardon, Kathleen Kelley, Persuasion in Practice. Thousand Oaks, CA: Sage Publications, Inc., 1991.

Reardon, Kathleen Kelley, They Don’t Get It, Do They? Communication in the Workplace—Closing the Gap Between Men and Women. Boston, MA: Little, Brown and Company, 1995.

Requejo, William Hernandez and Graham, John L., Global Negotiation: The New Rules. New York, NY: Palgrave Macmillan, 2008.

Salacuse, Jeswald W., Making Global Deals: Negotiating in the International Marketplace. Boston, MA: Houghton Mifflin Company, 1991.

Salacuse, Jeswald W., Seven Secrets for Negotiating with Government: How to Deal with Local, State, National, or Foreign Governments—and Come Out Ahead. New York, NY: American Management Association, 2008.

Sally, David, One Step Ahead: Mastering the Art and Science of Negotiation. New York, NY: Macmillan, 2020.

Shell, G. Richard, Bargaining for Advantage: Negotiation Strategies for Reasonable People, revised edition. New York, NY: Penguin Books, 2006.

Subramanian, Guhan, Negotiauctions: New Dealmaking Strategies for a Competitive Marketplace. New York, NY: W.W. Norton & Company, 2010.

Tannen, Deborah, Talking from 9 to 5: Women and Men in the Workplace: Language, Sex, and Power. New York, NY: Avon Books, 1994.

Thompson, Leigh L., The Mind and Heart of the Negotiator, 4th edition. Upper Saddle River, NJ: Prentice Hall, 2009.

Toulmin, Stephen E., The Uses of Argument, updated edition. Cambridge, MA: Cambridge University Press, 2008.

Voss, Chris, Never Split the Difference: Negotiating as if Your Life Depended on it. New York, NY: Harper Business, 2016.

Watkins, Michael, Breakthrough Business Negotiations: A Toolbox for Managers. San Francisco, CA, Jossey-Bass, 2002.

Watkins, Michael, Shaping the Game: The New Leader’s Guide to Effective Negotiating. Boston, MA: Harvard Business School Publishing, 2006.

Wheeler, Michael, The Art of Negotiation: How to Improvise Agreement in a Chaotic World. New York, NY: Simon & Schuster, 2013.

MOR 569 COURSE SCHEDULE

Summer 2020; Tuesdays 6:00 – 10:00 pm

“Fifty percent of something is better than 100 percent of nothing.”

Chuck Barris

June 2: Strategy and Tactics of Distributive Bargaining

Question: What will you do to improve the outcome in distributive bargaining situations?

Advance Preparation

Complete the Leadership Style Inventory and bring to class. This assessment may be found in the CONTENT folder within Blackboard.

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 1: The Nature of Negotiation

Chapter 2: Strategy and Tactics of Distributive Bargaining

Why Dick and Jane Don’t Ask: Getting Past Initiation Barriers; BH 361 (online)

Rethinking Preparation in Negotiation; 9-801-286

Optional

Video: Robert Cialdini on “Pre-suasion.” Access at

Article: How to Negotiate Like A Pro, Inc. Magazine, May 2017. Available in Blackboard CONTENT folder.

Negotiation 1: Antique Purchase (1x1) Materials will be given in class this week.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your Team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

June 9: Strategy and Tactics of Integrative Negotiation

Questions: What actions will you implement to change a win-lose situation into a win-win outcome?

When does planning begin? When does planning end?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 3: Strategy and Tactics of Integrative Negotiation

Chapter 4: Negotiation: Strategy and Planning

Putting More on the Table N0504b

Investigative Negotiation R0709D

Video: Improv Lessons for Business from Second City. Accessed at:

Optional

Video: Dave Morris: The Way of Improvisation. Accessed at:

Video: The Art of Improvisation: Steve Matuszek. Accessed at:

Video: Amy Cuddy, “Your Body Language Shapes Who You Are.” Accessed at:

Book: Getting to Yes, Roger Fisher and William Ury (in Blackboard CONTENT folder)

DUE: Your Team Strategy Plan submitted prior to the negotiation.

Negotiation 2: A distributive negotiation (2x2). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form. This information will be important in completing the Self Evaluation to submit next week at the beginning of class.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

June 16: Strategic Asking and Responding

Questions: How confident are you that the other party is telling the truth?

What will you do to verify your observations?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 5: Ethics in Negotiation

Chapter 6: Perception, Cognition, and Emotion (Framing and other tools)

True or False: Lie Detection at the Table; N0311D

How to Frame a Message: The Art of Persuasion and Negotiation, Business Horizons, Jul/Aug 1999.

Two Psychological Traps in Negotiation; 9-897-036

Optional

Video: Pamela Meyer, How to Spot a Liar. Accessed at:

Video: Prof. Paul Ekman, Lying. Accessed at:

DUE: Individual Self Evaluation 1 of the June 9th negotiation

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 3: A real estate transaction (2x2). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your classmates who have the same role to brainstorm and develop your Individual Strategy Plan. Please prepare a “hard copy” of your individual strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

June 23: Career Negotiations: Distributive or Integrative?

Question: What are the paradoxes of career negotiation?

Which behaviors will improve your outcomes?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 7: Communication

Name Your Price: Compensation Negotiation at Whole Health Management (A)

Huthwaite, The Behaviors of Successful Negotiators.

Six Habits of Merely Effective Negotiators; HBR Reprint 9411.

Before You Say Yes, Negotiate For What You Need to Succeed; U0810E

Malhotra, Deepak, 15 Rules for Negotiating Your Job Offer OR watch at:

DUE: Your Individual Strategy Plan submitted prior to tonight’s negotiation.

DUE: Name Your Price report emailed to me by noon on Monday, June 22.

Negotiation 4: A Career Negotiation (1x1). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and receive helpful comments from observers following the items on the Self Evaluation form. This information will be important in completing the Self Evaluation to submit next week at the beginning of class.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

June 30: Relationships in Negotiations

Question: Which two concepts will significantly increase developing a mutually agreeable solution?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 8: Finding and Using Negotiation Power

Chapter 9: Relationships in Negotiation

Risky Business: Trust in Negotiation; HBR Reprint N0402A

Optional

DUE: Individual Self Evaluation 2 of the June 23rd negotiation

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 5: Possible Sale of an e-Commerce Company (2x2). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

July 7: Team Dynamics

Question: What will you do to manage the process of the negotiation?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 10: Multiple Parties, Groups, and Teams in Negotiation

Negotiating the Spirit of the Deal; R0302E

Optional

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 6: A Joint Venture Negotiation (2x2). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form. This information will be important in completing the Self Evaluation to submit next week at the beginning of class.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

July 14: Cross-Cultural Negotiations

Question: What will you do to improve success in cross-cultural negotiations?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 11: International and Cross-Cultural Negotiations

The Hidden Challenge of Cross-Border Negotiation; R0203F

Starting Out Right: Negotiation Lessons for Domestic and …Bus. Horizons, Jan/Feb 1994.

Optional

DUE: Individual Self Evaluation 3 of the July 7th negotiation

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 7: A Business Alliance (2x2). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

July 21:

Question: What actions will you implement to significantly improve your success?

Advance Preparation

Reading

Optional

Negotiation 8: A Mediation exercise. Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form.

July 28: Multi-Party Negotiations

Question: What actions will you implement to manage coalitions at the table?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Chapter 12: Best Practices in Negotiation

Building Coalitions; 9-497-055

Harnessing the Science of Persuasion; HBR Reprint 7915

Optional

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 9: A Multi-Party negotiation (1x5). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form. This information will be important in completing the Self Evaluation to submit next week at the beginning of class.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

August 4: Putting It All Together

Question: What actions will you implement to significantly improve your success?

Advance Preparation

Reading

R. Lewicki, Essentials of Negotiation,

Dynamic Negotiation: Seven Propositions About Complex Negotiations; 9-801-267

3-D Negotiations; 5372

Dancing With Elephants: The Smartix Saga; 9-902-156.

Optional

DUE: Individual Self Evaluation 4 of the July 28th negotiation

DUE: Your Team Strategy Plan submitted prior to tonight’s negotiation.

Negotiation 10: A Multi-Party Negotiation (1x5). Debrief in class.

After Action Review (AAR) When you have reached an agreement with the other side, remain in the ELC room and provide helpful comments to each other following the items on the Self Evaluation form.

Next Steps

As soon as possible following this week’s class session begin preparation for our next class. Read the case prompt for our next exercise. Meet with your partner to discuss and develop your team Strategy Plan. Please prepare a “hard copy” of your team strategy plan to submit at the beginning of the next class prior to conducting the next negotiation.

August 11: Final Exam

Question: What actions will you implement to significantly improve your success?

Advance Preparation

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download