USC Marshall School of Business



USC Marshall School of BusinessMaster of Business for VeteransLos AngelesFall 2018 and Spring 2019Essentials of Negotiation and PersuasionInstructor:Michael W. Coombs, Ph.D.Date:December 1, 2018 and Spring 2019Location:JKP 204Contact Info:OfficeHoffman Hall 426Tel(213) 740-9290Emailmcoombs@.usc.eduMOR Dept.: 213 740-0728 phone, 213-740-3582 faxOverviewThe primary goal of this course is to introduce you to the processes of negotiation and persuasion in a variety of business settings. The readings, lectures and case studies have been chosen for their relevance to the situations you are likely to face as a manager.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 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.Demonstrate your ability to effectively prepare, negotiate and implement negotiation skills and strategies.The course 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. BOOKS and MATERIALSRequired:Lewicki, Roy, Barry, Bruce, & Saunders, David M. Essentials of Negotiation, 6th ed., McGraw-Hill, 2011, ISBN: 978-0-07-7862466Course packet from USC Bookstore. The price of this packet includes the cost of the materials we will use in the negotiation exercises.Reading List for Future ReferenceAdler, 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.Burnett, Bill & Evans, Dave, Designing Your Life: How to Build a Well-Lived Joyful Life. New York, NY: Alfred Knopf, 2016.Camp, Jim, Start with No. New York, NY: Crown Business, 2002.Cialdini, Robert B., Influence: Science and Practice, Fourth Edition. Boston, MA: Allyn and Bacon, 2001.Cialdini, Robert B., Harnessing the Science of Persuasion, HBR OnPoint, 7915, 2001.Cialdini, Robert B., Pre-suasion: A Revolutionary Way to Influence and Persuade, New York, NY: Simon & Schuster, 2016.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.Ericsson, Anders and Pool, Robert, Peak: Secrets from the New Science of Expertise, New York, NY: Houghton Mifflin Harcourt, 2016.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 ed.; Penguin Books, 1991.Foster, Dean Allen, Bargaining Across Borders; McGraw-Hill, 1992; ISBN 0-07-021656-8Gesteland, Richard R., Cross-Cultural Business Behavior: Marketing, Negotiating and Managing Across Cultures. Copenhagen, Denmark, 1999.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, second 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: , 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.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.Leonard, Kelly & Yorton, Tom, Yes, And…: How Improvisation Reverses “No But” Thinking and Improves Creativity and Collaboration. New York, NY: HarperCollins, 2015.Lewis, Richard D., When Cultures Collide: Leading Across Cultures, Third 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.Lewicki, Roy, Barry, Bruce and Saunders, David. Essentials of Negotiation, 6th ed., McGraw-Hill, 2016, ISBN: 978-0-07-7862466Malhotra, 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.Malhotra, Deepak, 15 Rules for Negotiating A Job Offer, Harvard Business Review, April 2014.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 & Pease, Barbara, The definitive Book of Body Language. New York, NY: Bantam Books, 2004.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.Shapiro, Daniel, Negotiating the Nonnegotiable: How to Resolve Your Most Emotionally Charged Conflicts. New York, NY: Viking, 2016.Shell, G. Richard, Bargaining for Advantage: Negotiation Strategies for Reasonable People, revised. New York, NY: Penguin Books, 2006.Subramanian, Guhan, Negotiauctions: New Dealmaking Strategies for a Competitive Marketplace. New York, NY: W.W. Norton & Company, 2010.Suesse, Jennifer M. & Ibarra, Herminia, Building Coalitions, Harvard Business School, 9-497-055, 1997.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, Fourth 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 and Raz, Tahll, 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.VideosCialdini, Robert, author of Pre-Suasion HYPERLINK "" , Stuart, author of Getting More presentation at Microsoft HYPERLINK "" Leonard, Kelly & Yorton, Tom authors of Yes, And interviewed at HYPERLINK "" Malhotra, Deepak, on How to Negotiate Your Job Offer. Malhotra, Deepak, Peterson, Joel, Real estate company executive teaches Executive Education at Stanford University. Voss, Chris, author of Never Split the Difference. and other videos.COURSE REQUIREMENTSSession 1 (December 1, 2018)PREWORK: Complete “Sugar Bowl” negotiation and report outcome at the beginning of class.1. Participation and Contribution (Individual) - 20%Students are expected to participate in all negotiation exercises and class discussions. Failure to participate in more than one exercise or to be present for negotiation role assignments may result in one letter grade reduction. Your participation is crucial to this course. It affects your own experience and that of your classmates. Lack of preparation for an exercise must be treated as an absence. 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 impact your credit for that class session. 2. Strategic Plans (first TEAM document due December 1 at beginning of class session) – 40%Prior to our class on December 2 please read the Coffee Contracts Role Description (Buyer or Seller) and then meet with your team partner and prepare one joint Strategic Plan in which your team anticipates the issues which may arise during the negotiation and prepare arguments you plan to make in support of your claims. The format for these strategic plans is provided in the Lewicki text on page 96. Please follow this format and type up your team strategic plan to submit at the beginning of class.3. Self-Evaluations of each negotiation (Individual document due by December 8) – 40%Upon completion of the December 1st Coffee Contracts in class negotiation exercise you should remain in the negotiation setting and participate in a group after action review with your fellow negotiators. The objective of this activity is to provide helpful comments to others and receive helpful comments which can help you improve your own performance in a negotiation. A form will be provided for recording comments and identifying specific plans you will make for improvement. This evaluation is assigned to provide meaningful, personalized, and constructive feedback to you and your classmates and help improve your negotiation skills. Topics, Projects and ReadingsSession 1Saturday12/1/2018Topic: Claiming & Creating ValueIn-Class debrief of your completed (one-on-one) Sugar Bowl Purchase negotiation Ch. 2 Claiming Value -- Fundamental Strategies of Distributive BargainingUnderstand the methods and tactics of Distributive negotiationUnderstand when Distributive methods are appropriateUnderstand how to counter Distributive tacticsCh. 3 Creating Value --- Strategy and Tactics of Integrative NegotiationComparisons of Claiming and Creating ValueUnderstand the Integrative or Principled negotiation methodUnderstand the factors that facilitate a successful Integrative negotiationBe able to plan for and conduct an Integrative negotiationCh. 4 Preparing for SuccessThe Planning ProcessIdentify specific steps you will take to achieve successWhen does preparation occur?How much preparation is enough?Ch. 5 EthicsThe impact of ethical tacticsExplanations for Detecting Deceptive TacticsDealing with the other party’s use of deceptionArticles (found in the Course Reader):The Behaviors of Successful Negotiators (available on Blackboard)Six Habits of Merely Effective NegotiatorsSix Basic Interpersonal Skills for a Negotiator’s RepertoirePutting More on the Table15 Rules for Negotiating a Job OfferExercise 1: Sugar Bowl to be completed prior to classExercise 2: Coffee Contracts negotiation (2 x 2)After Action Review: Receive helpful comments from classmates following this exercise to include in your individual Self Evaluation of this exercise submitted by December 8th.Advance Preparations for Today’s ClassComplete the Leadership Style Inventory and submit as you arrive in classReadings: Lewicki, et al., Essentials of Negotiation, sixth ed., Chapters 2 through 5 PLUS articles listed plete “Sugar Bowl” negotiation and report outcome at the beginning of class.Submit your Team Strategic Plan for the Coffee Contracts negotiationIdentify situations where you could be a more effective negotiator.Session 2 (TBD-Spring 2019)1. Participation and Contribution (Individual) - 20%Students are expected to participate in all negotiation exercises and class discussions. Failure to participate in more than one exercise or to be present for negotiation role assignments may result in one letter grade reduction. Your participation is crucial to this course. It affects your own experience and that of your classmates. Lack of preparation for an exercise must be treated as an absence. 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 impact your credit for that class session. 3. Strategic Plan – Winemaster: (second Team document due TBD) – 40%Prior to our class on (TBD) please meet with your team partner and prepare one joint Strategic Plan which anticipates the issues which may arise during the (TBD) Winemaster negotiation and provide support for the arguments you plan to make in support of your claims. The format for these strategic plans is provided in the Lewicki text on page 96. Please follow this format and type up your strategic plan to submit at the beginning of class.3. Self-Evaluations of Winemaster negotiation (Individual document due TBD) – 40%Upon completion of the Winemaster in-class negotiation exercise you should remain in the negotiation setting and participate in a group after action review with your fellow negotiators. The objective of this activity is to provide helpful comments to others and receive helpful comments which can help you improve your own performance in a negotiation. A form will be provided for recording comments and identifying specific plans you will make for improvement. This evaluation is assigned to provide meaningful, personalized, and constructive feedback to you and your classmates and help improve your negotiation skills. Topics, Projects and ReadingsSession 2SaturdayTBD 2019Topic: Working Across the Table: Multiple Parties and TeamsCh. 6 PerceptionsUnderstand different types of framesUnderstand how frames work in a negotiationCh. 6 Cognitive Biases in NegotiationsIrrational Escalation of CommitmentEndowment EffectReactive DevaluationCh. 6 The Impact of emotions in negotiationsThe Negative Impact of Positive EmotionsResponding to Negative Emotion during NegotiationsCh. 7 Verbal and Non-Verbal CommunicationThe messages you send and the messages you receiveManageable and Unmanageable QuestionsActive vs. Passive ListeningWhen to use Role Reversal Ch. 8 David and Goliath at the TableDifferent types of powerEffective use of power prior to, during, and after a negotiationDealing with others who have more power in the negotiationCh. 9 Key Elements in managing negotiations within relationshipsReputation, Trust, JusticeArticles: (found in the Course Reader)Harnessing the Science of PersuasionExercise 3: Winemaster: A business alliance negotiation (2 x 2) After Action Review: Receive helpful comments from classmates following this exercise to include in your individual Self Evaluation of this exercise submitted on TBD.Advance Preparations for Today’s ClassSubmit your Winemaster Team Strategic Plan as you arrive in classReadings: Lewicki, et al., Essentials of Negotiation. Chapters 6 through 10Read: 15 Rules for Negotiating A Job Offer. A related video may be accessed at situations where you could be a more effective negotiator.Session 3 (TBD-Spring 2019)1. Participation and Contribution (Individual) - 20%Students are expected to participate in all negotiation exercises and class discussions. Failure to participate in more than one exercise or to be present for negotiation role assignments may result in one letter grade reduction. Your participation is crucial to this course. It affects your own experience and that of your classmates. Lack of preparation for an exercise must be treated as an absence. 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 impact your credit for that class session. 3. Strategic Plan – Elcer Products: (third Team document due TBD) – 40%Prior to our class on (TBD) please meet with classmates of the same role as yourself and prepare one joint Strategic Plan which anticipates the issues which may arise during the (TBD) Elcer Products negotiation and provide support for the arguments you plan to make in support of your claims. The format for this strategic plan will be provided well in advance of the negotiation session.3. Self-Evaluations of Elcer Products negotiation (Individual document due TBD) – 40%Upon completion of the Elcer Products in-class negotiation exercise you should remain in the negotiation setting and participate in a group after action review with your fellow negotiators. The objective of this activity is to provide helpful comments to others and receive helpful comments which can help you improve your own performance in a negotiation. A form will be provided for recording comments and identifying specific plans you will make for improvement. This evaluation is assigned to provide meaningful, personalized, and constructive feedback to you and your classmates and help improve your negotiation skills. Topics, Projects and ReadingsSession 3SaturdayTBD 2019Topic: Working Across the Table: Multiple PartiesCh. 10 Understand increased complexity with multiple negotiators at the tableRoles commonly played by members of a groupActions for each stage of the negotiationCh. 11 International and Cross-Cultural NegotiationsCh. 12 Best Practices in NegotiationArticles: (found in the Course Reader)3-D NegotiationBuilding CoalitionsExercise 4: Elcer Products: A multi-party negotiation (6 way) After Action Review: Receive helpful comments from classmates following this exercise to include in your individual Self Evaluation of this exercise submitted on TBD.Advance Preparations for Today’s ClassSubmit your Elcer Products Strategic Plan as you arrive in classReadings: Lewicki, et al., Essentials of Negotiation. Chapters 10 through 12Identify situations where you could be a more effective negotiator. ................
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