University of Southern California



|[pic] |MOR 469—Negotiation and Persuasion |

| |Fall 2018, 16671, Tues & Thurs, 10-11:50 am |

| |Fall 2018, 16672, Tues & Thurs, 12-1:50 pm |

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

| |Office: HOH 426 |

| |Office Phone: 213 740-9290 |

| |Office Hours: MW 4:30 – 5:30 PM; TTh 2:30-3:30 PM |

| |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)

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 12 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 (10% 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. Team Cultural project and presentations (10% of your grade).

Analyze and report on cultural elements of a specific country. Use consulting format for the powerpoint report and make a brief (15 minutes) group presentation to the class describing cultural aspects of negotiating and business in another country / culture of the world. You are invited to share your own experiences with the class. More details will be given later.

4. Self-Evaluations of Negotiations (30% of your grade).

Strategic plans will be prepared in advance of each negotiation and submitted in the typed format which is provided. Following Negotiations 4, 5, 8, 9 and 11 a word-processed 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 11 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.

5. Mid-Term Examination (20% of your grade)

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

6. Final Examination (20% 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.

MARSHALL GUIDELINES

Add / Drop Process

If you are absent six or more times prior to Week 12, 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.

Retention of Graded Coursework

The Marshall School of Business policy for returning papers is as follows: “Returned paperwork, unclaimed by a student may be discarded after 4 weeks and, hence, will not be available should a grade appeal be pursued by the student following receipt of his/her course grade.”

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!

Students With Disabilities

Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) at the beginning of 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—at least three weeks before the date the accommodations will be needed. DSP is located in GFS 120 and is open 8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776. For more information visit usc.edu/disability.

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.

Academic Integrity

USC seeks to maintain an optimal learning environment. General principles of academic honesty include the concept of respect for the intellectual property of others, the expectation that individual work will be submitted unless otherwise allowed by an instructor, and the obligations both to protect one’s own academic work from misuse by others as well as to avoid using another’s work as one’s own. All students are expected to understand and abide by these principles. SCampus, the Student Guidebook, (usc.edu/scampus or ) contain the University Student Conduct Code (see University Governance, Section 11.00), while the recommended sanctions are located in Appendix A.

Students will be referred to the Office of Student Judicial Affairs and Community Standards for further review, should there be any suspicion of academic honesty. The Review process can be found at: . Failure to adhere to the academic conduct standards set forth by these guidelines and our program will not be tolerated by the USC Marshall community and can lead to dismissal.

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.

3. 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.

4. 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 during an examination, attempting to benefit from the work of another student, and similar behavior that defeats the intent of an examination or other class work 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 assignment.

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.

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 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.

Lost and Found

The Lost and Found area for the Marshall School is located in BRI 205. If you leave anything behind after class, it will be taken there. Conversely, if you lose an item, you should report your loss to the Lost and Found. Someone will contact you if your item shows up.

Key Dates—Fall 2018

August 20 Fall Semester classes begin

September 3 Labor Day, university holiday

September 7 Last day to drop a class without a mark of “W”

November 9 Last day to drop a class with a mark of “W”

November 30 Classes end

December 5-12 Final Exams

Books and materials

Required Materials:

Text: Lewicki, R; Saunders, David M.; and Minton, John W., Essentials of Negotiation, 6th ed., McGraw-Hill, 2016, ISBN: 978-0-07-786246-6

Course Reader: Collected articles and cases available in the USC Trojan Bookstore

Charges to your fee bill for required materials used in each of our negotiations.

Individual surveys and questionnaires

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.

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.

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.

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.

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.

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 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.

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 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. New York, NY: Harper Collins, 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.

Course Readings and Class Schedule

Listed is a schedule of assignments and topics for this course. Changes may be made as the course progresses depending upon enrollment, ELC schedules, and class needs.

|DATE |Tuesday & Thursday – Mornings and Afternoons |

|8/21-1 |Leadership Style Inventory |

|JFF 241 |The role of persuasion in negotiation |

| |Reading: |

| |R. Lewicki, Essentials of Negotiation, Chapters 1 |

| |Focus on Listening |

| |Reading: |

| |L. Babcock & S. Laschever, First You Have to Ask |

| |D. Tannen, The Power of Talk: Who Gets Heard and Why |

| |Video: |

|8/23-2 |Negotiation 1 |

|JFF LL |Case: Retail Purchase (1x1) |

|NEG 1 |Reading: |

| |R. Lewicki, Essentials of Negotiation, Chapter 2 |

| |Debrief negotiation: Second half of class |

|8/28-3 |Credibility: Establishing and Maintaining It |

|JFF 241 |Communication Patterns and Pitfalls - Crossing gender and cultural divides. |

| |DCPs (Dysfunctional Communication Patterns) |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 2 |

| |M. Watkins & S. Rosen, Rethinking “Preparation” in Negotiation |

|8/30-4 |Negotiation 2 |

|JFF LL NEG 2 |Case: A Service Dispute (1x1) First half of class-everyone. Debrief negotiation: Second half of class |

| | |

| |On completion of the negotiation remain in the ELC and provide helpful comments to each other regarding Negotiation 2 while in |

| |the ELC. You will be graded on a thorough evaluation of how well you negotiated and on your own individual observations and |

| |plans for improvement. |

|9/4-5 |Strategy and Planning |

|JFF 241 |Prep for career negotiation |

| |Reading: |

| |R. Lewicki, Essentials of Negotiation, Chapter 4 |

| |S. Hackley; When Life Gives You Lemons: How to Deal with Difficult People. |

| |V. Medvec & A. Galinsky, Putting More on the Table |

| |DUE: Career Matrix and other documents |

|9/6-6 |Negotiation 3: Career Negotiations |

|JFF LL NEG 3 |Case: Career Interviews First half of class (multiple rounds) |

| |Debrief in class |

| |Reading: |

| |D. Malhotra, 15 Rules for Negotiating a Job Offer |

| |R. Lewicki, Essentials of Negotiation, Chapter 8 |

| | |

| |Video: Networking |

| |DUE: Individual Strategy Plan submitted prior to the negotiation |

|9/11-7 |Career Negotiations: Guest Speaker – Ms. Denise Johnson, USC Career Center |

|JFF 241 |Reading: |

| | |

| |DUE: Your Career Plan (Company and Position Research) |

|9/13-8 |Attend USC Career Fair |

|Trousdale | |

|Parkway |Gather information to submit at our next class meeting. |

|9/18-9 |Integrative Negotiations |

|JFF 241 |Analyzing the Other Person’s Reasoning |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 3 |

| |Video: Principled Negotiation – Roger Fisher |

| | |

| |DUE: Individual Self Report on Career Fair interactions |

|9/20-10 |Negotiation 4 |

|NEG-4 |Case: Labor-Management (2x2) Two rounds |

|JFF LL | |

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

|9/25-11 |Ethics in negotiations |

|JFF 241 |Debrief Negotiation 4 |

| | |

| |Reading: |

| |R. Lewicki, Essentials of Negotiation, Chapter 5 |

| |D. Malhotra, Risky Business: Trust in Negotiations. |

| |DUE: Individual Self-Evaluation of Negotiation 4 following Self Evaluation guidelines (SE 1) |

|9/27-12 |Negotiation 5 |

|NEG-5 |Case: A Real Estate Transaction (2x2) |

|JKP 301 | |

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

|10/2-13 |Framing, Linking, Involving, Anchoring and Other Reliable Strategies |

|JFF 241 |Debrief negotiation 5 |

| | |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 6 |

| |L. Sussman, How to Frame a Message: The Art of Persuasion and Negotiation. |

| |Video: |

|10/4-14 |Negotiation 6 |

|NEG-6 |Case: Business Collaboration (2x2) |

|JFF LL | |

| |Reading: |

| |Fortgang, et al.: Negotiating the Spirit of the Deal |

| | |

| |DUE: Team Strategy Plan submitted prior to the negotiation |

|10/9-15 |MIDTERM EXAM |

|JFF 241 |DUE: Individual Self-Evaluation of Negotiation 6 following Self Evaluation guidelines (SE 2) |

|10/11-16 |Negotiation 7 |

|NEG-7 |Case: A Business Contract Negotiation (2x2) |

|JKP 301 | |

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

|10/16-17 |Communication in Negotiations |

|JFF 241 |Debrief Negotiation 7 |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 7 |

| |J. Sebenius, Six Habits of Merely Effective Negotiators. |

| |Roger Fisher & Wayne Davis, Six Basic Interpersonal Skills |

|10/18-18 |Negotiation 8: Forming and Maintaining Strategic Alliances |

|NEG -8 |Case: A Business Alliance negotiation (2 x 2) |

|JFF LL | |

| |Reading: |

| |R. Lewicki, Essentials of Negotiation, Chapter 9 |

| | |

| |DUE: Team Strategy Plan submitted prior to the negotiation |

|10/23-19 |Cross-Cultural Negotiations |

|JFF 241 |Debrief Negotiation 8 |

| | |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 11 |

| |Reardon & Spekman, Starting Out Right: Negotiation Lessons for Domestic and Cross-Cultural |

| |Business Alliances. |

| | |

| |Video: A Cross-Cultural Business Negotiation |

| |DUE: Individual Self-Evaluation of Negotiation 8 following Self Evaluation guidelines (SE 3) |

|10/25-20 |Negotiation 9: Cross-Cultural Negotiations |

|NEG-9 |Case: Cross-cultural negotiation (2 x 2) |

|JFF LL | |

| |Debrief negotiation in classroom (Second half of class) |

| | |

| |DUE: Individual Strategy Plan submitted prior to the negotiation |

|10/30-21 |Functioning as a Team |

|JFF 241 |Debrief Negotiation 9 |

| | |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 10 |

| |M. Watkins, Dynamic Negotiations: Seven Propositions About Complex Negotiations. |

| |DUE: Individual Self-Evaluation of Negotiation 9 following Self Evaluation guidelines (SE 4) |

|11/1-22 |Negotiation 10: A Multi-Party Negotiation (6 persons) |

|NEG-10 |Case: Regional Development Project |

|JKP 301 | |

| |DUE: Individual Strategy Plan submitted prior to the negotiation |

|11/6-23 |Issues of Scope and Sequence |

|JFF 241 |Debrief Negotiation 10 |

| | |

| |Reading: |

| |Lax & Sebenius, 3-D Negotiation |

| |Sull, et al., Dancing with Elephants: The Smartix Saga |

|11/8-23 |Negotiation 11: Multi-Party Negotiation (6 persons) |

|NEG 11 |Case: Community Pollution Hazards |

|JFF LL | |

| |DUE: Group Strategy Plan submitted prior to the negotiation |

| | |

| |Note: Your individual write-up of this negotiation will be augmented/integrated with your own insights from the prior |

| |negotiations (1 through 11) to create your perspectives on your teamwork, which is due next week (November 15th). |

| | |

|11/13-24 |Introduction to Alternative Dispute Resolution |

|JFF 241 |Debrief Negotiation 11 |

| | |

| |Reading: |

| |R. Cialdini, Harnessing the Science of Persuasion |

| |Video: mediation |

| | |

| |DUE: Individual written Evaluation of Negotiation 11 with reflections of Negotiation 4 thru 11 following Evaluation Guidelines |

| |and Instructions available on Blackboard (SE 5). |

|11/15-25 |Negotiation 12: Dispute Resolution |

|NEG 12 |Case: A Dispute Resolution (3 persons – Two rounds) |

|JKP 301 | |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 12 |

| | |

| |Set up Cross-Cultural Presentations |

|11/20-27 |Putting it All Together |

|JFF 241 |Debrief negotiation 12 |

| | |

| |Reading: |

| |R. Lewicki; Essentials of Negotiation, Chapter 12 |

| | |

| |Due: Scope & Sequence assignment |

| | |

| |Set up Cross-Cultural Presentations |

|11/22-11/25 |NO CLASS -- Thanksgiving recess |

|11/27-28 |Cross-Cultural Presentations |

|JFF 241 | |

| |DUE: All Team Cross-Cultural presentations are due prior to the start of this class—even if your team presents on a different |

| |date. |

|11/29-29 |Cross-Cultural Presentations |

|JFF 241 |Course Summary |

|FINAL EXAM | |

|JFF 241 |Tuesday/Thursday 10:00 am class has exam on Thursday, December 6, 11:00 am to 1:00 p.m. |

| |Tuesday/Thursday 12:00 am class has exam on Tuesday, December 11, 11:00 am to 1:00 p.m. |

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