Introduction to Negotiation Theory and Practice – MLD 225 · PDF fileIntroduction to Negotiation ... We will use the case study method, active negotiation ... , 2017 Introduction

February17,2017IntroductiontoNegotiationTheoryandPractice:MLD-225 Page1

IntroductiontoNegotiationTheoryandPractice–MLD225

RobertWilkinsonSpring2017

Lectures:MondaysandWednesdays,1:15–2:30PM,Room:Littauer230

Simulation/CaseStudySessions:Mondays,4:15–6:00PM

“Letusnevernegotiateoutoffear.Butletusneverfeartonegotiate.”–JohnF.Kennedy

CourseDescriptionNegotiationisanessential,ongoingprocessthatispartofoureverydaylives.Itisaskillthatwecan study, practice and improveupon. This coursewill provide studentswith the fundamentalprinciples,theoryandpracticeofthefieldofnegotiaion.This course is intended to be a balance of theory and practice, and draws on the classicnegotiation literature,aswell asmore recentwork. Wewilluse thecase studymethod,activenegotiationsimulations,groupworkandlecturestobringtheconceptualmaterialtolife,aswellastobuildstudents’personalnegotiationskills.Wearealso luckytohavea fewguest lecturerswhowill visit our class, all ofwhomareallworld-class thought leaders andpractitioners in theworldofnegotiation.Wewillanalyseandunpacksomeofthecoreconceptsinnegotiation,suchascreatingvs.claimingvalue,establishingobjectivecriteria,managingprinciple-agentissuesinnegotiation,dealingwithdifficult tactics,managing emotions,multiparty negotiations, and others. And yes, thismaterialappliestoourpersonallivesaswell,becauseweareallnegotiators!Astrongemphasiswillbeplacedinthiscourseon:1. Aninternationaloutlookonnegotiation;2. Amultisectoralapproach,withelementsfromthepublic,privateandnon-profitworlds;and3. Aleadershipandmanagementperspective,drawingfromexperienceandliteratureinthis

domain.Therearenopre-requisitesforthiscourse.


Bytheendofthisclass,studentswillbeableto:

§ Understand the structural and theoretical underpinnings of negotiation strategies andapproaches.

§ Learnandapplythemethods,skillsandstrategiesofleadingnegotiatorsincomplex,globalenvironments.

§ Reflectonyourownpersonalnegotiationstyle,strengthsandareasfordevelopment.

§ Gainandbuildconfidenceasanegotiator.TeachingTeam:

Faculty: RobWilkinson Office:Rubenstein118 DirectLine:857-636-9188 Email:[email protected] Skype:robwilkinson1

OfficeHours:Wed,3:30–5:30PM,&alsobyappointment,Skypeorphone

CourseAssistants: MaliniBoseEmail:[email protected]:Tue,12–1PM,TaubmanStudyCarrel1VincentLowneyEmail: [email protected]:Fri,9–10AM,RoomL384A

FacultyAssistant: StacyHannellEmail: [email protected]:(617-496-1477)

CourseLogisticsandOrganizationTherewill be3 sessionsperweek: 2 lecturesweek,onMondays andWednesdays from1:15–2:30 PM, andone extended activity session onMondays from4:15 to 6:00 PM for longer casestudyanalyses,simulationactivitiesorguestspeakers.Allsessionsaremandatory.TheMondaysessions, on occasion,may run a little bit longer (such as the first one,which is theOil Pricingexercise) ormay end a bit earlier, dependingon the activity. For Case Study analysis sessions,pleasebringthecasewithyou,eitheronyourdevice,orasaprintout,aswewillbeworkingwithitduringthesession.Thisclassispotentiallyopentobothcross-registrantsandauditors,dependingonspace.Prioritywill go to Kennedy School students, and a judgment will be made on available slots onceregistrationisfinalized.


Auditorswill be required to attend all sessions, participate in all simulations and complete anyadditionalworkorprojectactivities.Theonlydifferencebetweenanauditorandastudenttakingtheclass forcredit is thattheydonotneedtosubmitamid-termor finalpaper. Otherwise,allrequirementsarethesame.

IuseCanvasforthebasicadministrationofmostaspectsofthiscourse.Readings,assignmentsandgradeswillallbedoneelectronically.Theonlyexceptionisemail,asIprefernottousetheemail function on Canvas. The best way to contact me is to email me directly [email protected]’thavetobeontheCanvassitetorespondpromptly.

Also,Itrytomakemyselfavailabletospeaktostudentsrightaftermostlecturesessions.Ionlyaskthatwetrytomeetdirectlyoutsideofthelecturehall,ratherthangatheringatthepodium,outofrespectforthenextprofessorwhowillneedtosetupfortheirclass.

IalsostronglyencourageyoutoreachouttoeitherofthetwoCourseAssistantswhoworkcloselywith me on all elements of this course. They will be happy to meet in office hours and byappointment,todiscussanyaspectoftheclasscontent,assignments,logistics,etc.

Excusedabsences,inrarecircumstances,maybegrantedbytheprofessor,forurgentsituations,suchasafamilyemergencyorhealthissue. Weddings,jobinterviews,conferences,worktrips,etc., will be considered unexcused absences. In either case, you must inform the CourseAssistantsifyouwillbemissingasession.TheCourseAssistantsputalotofeffortintoorganizingthe discussion groups in lecture, group activities and simulation exercises. An unexpectedabsence,excusedornot, can cause significantdisruption to the smooth runningof a lectureorsimulationactivity.

CourseAssignments

Gradingforthiscoursewillbeassessedinthefollowingmanner:

1. Participation: 20%. Negotiation is a practical skill, which, although guided by theory,requiresdirectandactiveengagement.Thisincludesbeingphysicallyandmentallypresentfor class at all times and providing contributions to class discussion.Attendance for allsessions is mandatory. Missing sessions or arriving late will significantly affect yourparticipationgrade.

Inaddition,youwillbeaskedtowriteanoccasionalindividualreflectionpaperof250-500words,thatwillbeawrittenonanyaspectofthenegotiationcontentcoveredatthatpointin thecourse. Youwillupload thesepaperson the“Quizzes” functiononCanvas.Thesepapers can be a reflection on the readings, class discussion, a simulation exercise, casestudy, guest speaker, or any other element of negotiation theory or practice addressedthat week. The individual paper will not be graded. However, you will receiveparticipationcreditforsubmittingtheassignmentandforcoveringrelevantcontent.Thegoalofthisexerciseittoencourageyoutoreflectmoredeeplyandsignificantlyaboutaninsight, observation, question or aspect of negotiation theory and/or practice, and to


articulatetheseinsightsinwriting.Therewilllikelynotbemorethan4ofthesepapersthisterm.

2. Mid-termPaper:35%.Youwillsubmitamid-termpaperofbetween750-1000words,butnomore than 1000words. Youwill select a specific, real-world and ongoing or futurenegotiation issueandapplytheanalytical frameworksdiscussedthusfar inthecoursetoprovideadetailednegotiationanalysisofyournegotiation. Detailed instructions for thispaperwillbeprovided.

3. FinalPaper:45%.Youwillsubmitafinalpaperof1,250to1,750words,butnomorethan1,750words.BuildingonthesamenegotiationcaseasusedforyourMid-termpaper,youwill act as an advisor and provide a set of recommendations to one actor in thenegotiation, based on the negotiation theory learned in the course thus far. Detailedinstructionsforthispaperwillbeprovided.

Donotexceedthemaximumwordcountforwrittenassignments. Ifyoudo,yourgradewillbereducedaccordingly. Beingabletoadvanceyourargument inashortspace ischallengingandyetcrucial,especiallyinthisfield.

PaperGuidelines

Papers must be submitted via the assignment submission tool on Canvas. You should use thedropboxonCanvasforthispurpose.

Paperssubmittedafterthedeadlinewillnotbeaccepted,unlessthereisprioragreementfromtheprofessor.Thedocumentnameofthepapershouldincludethenamesofallauthors,whetherthepaper isgroupor individual,andtheassignmentnumber,e.g.“JoanSmithMLD225–Mid-termPaper”or“Gatari–MLD225–FinalPaper.”Thishelpsuskeeptrackofyourpapers.Pleaseputyournameontheassignmentdocumentitself,aswellasinthefilename.Also,pleasenumberthepagesinyourassignmenttomakeiteasiertorefertoaspecificpartofthedocument.

Allpapers shouldbeno longer than theexplicitword limit,preferablywith1.5-spacingand12-point font. Theword limits do not include footnotes, references or the bibliography. Do notexceedthemaximumwordsindicated,oryourgradewillbereducedaccordingly.Feelfreetousesub-headings and bullet points to organize and communicate your ideasmost effectively. Usepropercitationsasneeded.Footnotesarepreferabletoendnotes. Finally,pleasemakesuretowatchyourgrammar,because itcannegativelyaffectthepowerandimpactofyourarguments,andatworst,canmakeitdifficulttofullycapturethenuanceofyouranalysis.

A“GradingCriteria”handoutisavailableonCanvas,togiveyouasenseofwhatIamlookingforinyourpapers.Thisdocumentalso includesagrading scale togiveyouan ideaofmy thinkingongrading.

Notethat theMid-TermandFinalPapersprovideyouwithanopportunity todemonstrateyourability to grapple with some key intellectual dilemmas we’ve covered in the reading, classdiscussionandlectures.Idonotwanttoseealitanyofreferencesthatarespecifictoyourtopic.Youarenotstrictlylimitedtoonlyusingthedocumentsfromthesyllabus,howeverIwouldliketoseeyoudrawheavilyfromthereadingsfromthesyllabus(eitherfromtherequiredoroptional),clearly quoting and referencing your citations. I would likemost citations to be frommaterial


coveredinthisclass.Anoteonthecontentofthesepapers:theassignmentshouldbeavehicleformetounderstandthatyouhaveinternalizedandunderstoodtheconceptswehavecoveredinthereadingsandlectures.Therefore,pleasedonotgointogreatdetailaboutyourregion,topicorcase.Iwillnotbeimpressedbyyourdemonstrationofspecificknowledgeonyournegotiationtopic,but ratheryourunderstandingofnegotiation theoryandpractice. Therefore,pleasedonotprovidenumerousexternalreferencestothespecificsofyourparticularlynegotiationcase.

Tobeclear,Iwanttheassignmentstoserveasatoolforyoutodemonstrateyourmasteryoftheconcepts covered in the course, and not your mastery on the specific negotiation case.Therefore,pleaselooktoapplynegotiationtheorytoyourcase.AcademicIntegrityAsmembersofthisacademiccommunity,KennedySchoolstudentswillbeheldtohighstandardsofacademicintegrity.Allexpectationsareoutlinedindetailinthestudenthandbook.ThebasicideasbehindthesepoliciesaresummedupbyUniversityofChicagoprofessor,CharlesLipson,asthe“bedrock”principlesofacademichonesty:• Whenyousayyoudidtheworkyourself,youactuallydidit.• Whenyourelyonsomeoneelse’swork,youciteit.• Whenyouusetheirwords,youquotethemaccurately,andyoucitethemtoo.• Whenyoupresentresearchmaterials,youpresentthemfairlyandtruthfully.

Thisistruewhethertheresearchinvolvesdata,documents,orthewritingsofotherscholars.ViolationsofHKS’academic integritypolicyare takenseriously,withconsequencesup toandincluding expulsion from the University. For more detail, refer to:http://www.hks.harvard.edu/degrees/registrar/procedures/integrity

OtherExpectations

§ Iexpectyoutodoallofthereadingbeforeclass.IpaycarefulattentiontotheamountofreadingIassigneachweek,andwilltrynotgiveyoumorethan150pagesperweek(andmoreoftenless).Thisshouldbeamanageableamountforagraduateschoolcourse,andIexpect you to come to class prepared to discuss the readings in detail. I stronglyrecommend that you get an early start on reading the Case Studies (i.e. the cases onNorthern Ireland, Aceh, North Korea, Bosnia, and the US-Singapore Free TradeAgreement). Theseareveryrichcases,whichallowustoexplorenegotiationtheoryandpractice in a varietyofways. These insights canonlybe gleanedwith close and carefulreadingofthecases,whichishardtodoatthelastminute.

§ Iexpectyoutobeon time forclass. It isdisruptiveanddisrespectfulofeveryoneelse’stime if youwander in late toclass. Also, Ioftenmake importantannouncements in thebeginningof lecture,whichwillaffectyourability toexecutethenecessarytasks for thiscourse.

§ Ihavedecidedtoallowlaptopusageinclass.However,Iexpectyoutobementallyintheclasswhileyouarephysically inclass—donotsurftheInternet, leavecommentsonyour


friends’Facebookpages,etc.It isdisrespectfultotheprofessorandtootherstudents. Ifyou think it isn’t obvious when you are doing something unrelated to class, you’d bemistaken. It isobviousboth to theprofessorand theother students, and is a significantdistraction. If laptopusedoesbecomeaproblem, Iwillhavetodisallowuseduringclasstime.

§ Itisexplicitlyforbiddentorecordanypartofthisclasswithouttheinstructors’permission.Thereareoftenstudentswhowillnotfeelcomfortable,orparticipateinthesamemanner,iftheyarebeingrecorded.Evenifsuchpermissionisgranted,whichisunusual,youmaynotdistributesuchrecordingswithouttheinstructor’spermission.

§ Weexpect you to let us know in advance if you have tomiss class or a deadline. Classparticipationisaveryimportantcomponentofthelearning.Thereisalsoagooddealoflogisticalpreparationrequiredforthiscourse,whichissignificantlydisruptedifstudentsdonotattend,unannounced.Unexcusedabsenceswillbepenalized.

§ YouareresponsibleforcheckingannouncementsonCanvaseveryweekfor:1)updatesonthereadingand2)specificquestionsoranyupdatesontasks.


Calendar:[Note:calendarispotentiallysubjecttominorchanges,especiallyinlightofguestspeakers’schedules]SessionNo. Date Topic

1. Jan23–MondayLecture

• CourseIntroductionandExpectations• IntroductiontoNegotiationFundamentals

2. Jan23–MondayCase,GuestSpeakerorSimulationActivity

• Simulation:OilPricing

3. Jan25

• Distributivevs.IntegrativeFramework

• Emailnegotiation:conductedoutsideofclass,dueFeb1

4. Jan30

• Pre-NegotiationandStakeholderAnalysis

5. Jan30–Case/Sim

• Simulation:Parker-Gibson

6. Feb1 § TechnologyandAsynchronousNegotiationGuestLecturer–Dr.JoshuaWeiss,SeniorFellowattheHarvardNegotiationProject

• Emailnegotiationwillbereviewedinclass7. Feb6

• Simulation:BakraBeverage

8. Feb6–Case/Sim

§ CaseStudyAnalysis:AcehPeaceTalksandMarttiAhtisaari

9. Feb8 • PreparationandStrategy:3DNegotiation

10. Feb13 § DifficultConversations

11. Feb13–Case/Sim

• Simulation:Casino

12. Feb15 • PsychologicalandCognitiveProcessesinNegotiation

Feb20 • NoSessionsthisMonday(Holiday–President’sDay)

13. Feb22 • Simulation:TheAxisAffair


Mid-TermPaper:DueFriday,Feb24th,by5:00PM

14. Feb27

• EmotionsinNegotiationGuestLecturer–ProfessorDanielShapiro,HarvardMedicalSchool

15. Feb27–

Case/Sim• DifficultTacticsinNegotiation(Dealingwiththe“Hard

Bargainer”)

16. Mar1

• CultureandNegotiation

17. Mar6

§ Simulation:MedLee

18. Mar6–Case/Sim

• SaradaPeri,FormerSpecialAssistantandSeniorPresidentialSpeechwriterforPresidentBarackObama

19. Mar8

• CaseStudyAnalysis:GeorgeMitchellinNorthernIreland

SpringBreak–NoClasses

20. Mar20

§ Simulation:Pulchra-Veritas

21. Mar20–Case/Sim

• CaseStudyAnalysis:NegotiatinganEndtotheWarinBosnia

22. Mar22

• GenderandNegotiation

23. Mar27

• InternalDimensionsofNegotiation

24. Mar27–Case/Sim

• GuestLecturer–Dr.ElizabethRayer,Partner-EnterpriseLearningPracticeLeader,VantagePartners;SeniorAdvisorandTrainertoFortune500Executives,globally.

25. Mar29

• Multi-PartyNegotiationandConsensusBuilding

26. Apr3

• AsymmetricalPowerinNegotiations

27. Apr3–

Case/Sim• 3-PartyCoalitionSimulation

28. Apr5

• CaseStudyAnalysis:NegotiatingtheNorthKoreanNuclear

Crisis


29. Apr10

• LeadershipandNegotiation

30. Apr10–Case/Sim

• TheEcuador/PeruPeaceProcessinFocusGuestLecturer–FormerPresidentofEcuador,JamilMahuad,NobelPeacePrizeNominee

31. Apr12

• TheLeadNegotiatorsoftheSouthAfricaPeaceProcess:

VideoAnalysis

32. Apr17

• Principle-AgentTheory


• Principle-AgentRolePlayVideoAnalysis

34. Apr19

• SealingtheDeal

35. Apr24

• CaseStudyAnalysis:TommyKohandtheSingaporeFreeTradeAgreement


• Simulation:ENCO

FinalPaperDue:Friday,April28,by5:00PM

RequiredBooks:

1. Fisher,R.,Ury,W.L.,&Patton,B.GettingtoYes:NegotiatingAgreementWithoutGivingIn,2ndEdition.NewYork:PenguinBooks,1991.

2. Lax,DavidA.andJamesK.Sebenius(2006)3DNegotiation:PowerfulToolstoChange

theGameinYourMostImportantDeals.Boston:HarvardBusinessSchoolPress.

3. Salacuse,J.W.TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldintheTwenty-firstCentury.NewYork:PalgraveMacmillan,2003.

Inaddition,allstudentsaretoreadtheassignedmaterialsonthereadinglistbelowbeforeeachclasssession.Asmentionedabove,Istronglyrecommendthatyougetaheadstartonreading


theCaseStudies.Theyareinterestingandfun,butthereisalotcontainedwithinthem,sogetstartedearly!


ClassSessions:Session1:January23(MondayLecture)–CourseIntroductionandExpectations;IntroductiontoNegotiationFundamentals

RequiredReading[50pages]:

• Fisher,R.,Ury,W.L.,&Patton,B.GettingtoYes:NegotiatingAgreementWithoutGivingIn,2ndEdition.NewYork:PenguinBooks,1991.Chapters1–3.[50pages]

OptionalReading[10pages]:

• Babbitt,EileenF."TheEvolutionofInternationalConflictResolution:FromColdWartoPeacebuilding",NegotiationJournal25,no.4(October2009):539-49.[10pages]

Session2:January23(MondayActivity)–SimulationExercise

Simulation: OilPricingExercise

Session3:January25–Distributivevs.IntegrativeFramework


• Fisher,R.,Ury,W.L.,&Patton,B.GettingtoYes:NegotiatingAgreementWithoutGivingIn,2ndEdition.NewYork:PenguinBooks,1991.Chapters4–6.[43pages]

• Wheeler,Michael.“NegotiationAnalysis:AnIntroduction”HBSCase801-156.Pages13–15.[3pages]

OptionalReading[14pages]:

• Menkel-Meadow,Carrie."ChroniclingtheComplexificationofNegotiationTheoryandPractice."NegotiationJournal25,no.4(October2009):415-29.[14pages]

Session4:January30–Pre-NegotiationandStakeholderAnalysis


• Lax,D.A.andJ.K.Sebenius.3-DNegotiation:PowerfulToolstoChangetheGameinYourMostImportantDeals.Boston,MA:HarvardBusinessSchoolPress,2006.Chapters1–2[53pages]

• Luttwak,E.N.“GiveWaraChance.”ForeignAffairs,Vol.78,No.4(July/August1999):36-44.[8pages]


OptionalReading:

• Hopmann,P.T.,“TwoParadigmsofNegotiation:BargainingandProblemSolving,”542TheAnnalsoftheAmericanAcademyofPoliticalandSocialScience24-47(November1995).[23pages]

• Stein,J.1989.“GettingtotheTable:TheTriggers,Stages,FunctionsandConsequencesofPrenegotiation.”InStein,J.Ed.GettingtotheTable:TheProcessesofInternationalPrenegotiation.Baltimore:JohnsHopkinsUniversityPress.239-268.[29pages]

Session5:January30–SimulationExercise

Simulation: Parker-Gibson

Session6:February1–TechnologyandAsynchronousNegotiation.GuestLecturer:Dr.JoshuaWeiss,SeniorFellowattheHarvardNegotiationProject,ProgramDirectorforBayPath’sMasterofScienceinLeadershipandNegotiationandtheco-founderoftheGlobalNegotiationInitiativeattheProgramonNegotiationatHarvardLawSchool.

RequiredReading:NOTE–DONOTREADUNTILAFTERYOUHAVECOMPLETEDTHEOUTOFCLASS,EMAILNEGOTIATION[64pages]:

• Ebner,N.,NegotiatingViaEmail.InM.Benoliel(Ed.)NegotiationExcellence:SuccessfulDealMaking.pp.397-415.WorldScientificPublishing:Singapore,2011.[9pages]

• Nadler,J.,andShestowsky,D.,Negotiation,InformationTechnology,andtheProblemoftheFacelessOther,InNegotiationTheoryandResearch,PsychologyPress,2006.[23pages]

• Putnam,RobertD."DiplomacyandDomesticPolitics:TheLogicofTwo-LevelGames"InternationalOrganization42,no.3(June1988):427-60.[33pages]

OptionalReading:

• Salacuse,J.W.TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldinTwenty-firstCentury.NewYork:PalgraveMacmillan,2003.Chapter1,2&4(pp.43-72).[29pages]

• Evans,P.“BuildinganIntegrativeApproachtoInternationalandDomesticPolitics.”InEvans,P.,Jacobson,H.andPutnam,R.Double-EdgedDiplomacy:InternationalBargainingandDomesticPolitics.BerkeleyandLosAngeles:UniversityofCaliforniaPress,1993.pp.397-430.[33pages]

Session7:February6–SimulationExercise

Simulation: BakraBeverage



• Zartman,I.William.“TimingandRipeness.”InTheNegotiator'sFieldbook,byAndreaKupferSchneiderandChristopherHoneyman.Washington,DC:AmericanBarAssociation,SectionofDisputeResolution,2006.Pp.143-152.[9pages]

OptionalReading:

• DeepakMalhotra,MaxH.Bazerman.NegotiationGenius:HowtoOvercomeObstaclesandAchieveBrilliantResultsattheBargainingTableandBeyond.BantamDellPublishingGroup,2008,Chapter3.[19pages]

Session8:February6–CaseStudyAnalysis


CaseStudyAnalysis: Sebenius,J.withA.Green.“EverythingorNothing:MarttiAhtisaariandtheAcehNegotiations(AandB).”ProgramonNegotiation,GreatNegotiatorAwardscase,2010.[33pages]

Session9:February8–PreparationandStrategy:3DNegotiation


• Lax,DavidA.,andJamesK.Sebenius.3-DNegotiation:PowerfulToolstoChangetheGameinYourMostImportantDeals.Boston,Mass.:HarvardBusinessSchoolPress,2006.Chapter7(“GettheSequenceandBasicProcessChoicesRight”)andChapter8(“Move‘Northeast’”).[35pages]

OptionalReading:

• Salacuse,J.W.,TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldinTwenty-firstCentury.NewYork:PalgraveMacmillan,2003.Chapter3.SeealsoAppendixA,“TheGlobalNegotiatorsChecklist”.[15pages]

Session10:February13–DifficultConversations


• DouglasStone,BrucePatton,SheilaHeen.DifficultConversations:HowtoDiscussWhatMattersMost.Penguin,2010.[Pages1-53].


Simulation: Casino

Session12:February15–PsychologicalandCognitiveProcessesinNegotiation



• NoahJ.Goldstein,SteveJ.MartinandRobertB.Cialdini.SimonandSchuster,Yes!50ScientificallyProvenWaystobePersuasive.2008,Chps7,26,31,34,35,43.[17pages]

• Malhotra&Bazerman.NegotiationGenius:HowtoOvercomeObstaclesandAchieveBrilliantResultsattheBargainingTableandBeyond.BantamDellPublishingGroup,2008,Chapter4and5.[18pages]

OptionalReading:

• Robinson,R.J.1997.ErrorsinSocialJudgment:ImplicationsforNegotiationandConflictResolution;Part2:PartisanPerceptions(HBSCase897-104).[8pages]

February20:NoSessionsthisMonday(Holiday–President’sDay)


Simulation: TheAxisAffair

Mid-TermPaper:DueFriday,Feb24th,by5:00PM

Session14:February27–EmotionsinNegotiation.GuestLecturer:ProfessorDanielShapiro,FounderandDirectoroftheHarvardInternationalNegotiationProgram,FacultyatHarvardMedicalSchoolandAuthorof“NegotiatingtheNon-Negotiable”


• Leary,K.,Pillemer,J.,andWheeler,M.“NegotiatingWithEmotion,”HarvardBusinessReview,Jan/Feb2013,Vol.91,Issue1,pp.96-103.[7pages]

• Thompson,Leigh,MargaretNeale,andMarwanSinaceur."TheEvolutionofCognitionandBiasesinNegotiationResearch:AnExaminationofCognition,SocialPerception,MotivationandEmotion."InMicheleJ.GelfandandJeanneM.Brett,eds.TheHandbookofNegotiationandCulture.Stanford,Calif.:StanfordBusinessBooks,2004.Pp.7-44.[37pages]

Session15:February27–DifficultTacticsinNegotiation(Dealingwiththe“HardBargainer”)


• Schelling,T.C.TheStrategyofConflict.Cambridge:HarvardUniversityPress,1960.Chapter2(“AnEssayonBargaining”).[32pages]

OptionalReading:

• Voss,C.NeverSplitTheDifference,NegotiatingAsIfYourLifeDependedOnIt,HarperBusiness,2016,Chps.1-2

• Fisher,R.,Ury,W.L.,&Patton,B.GettingtoYes:NegotiatingAgreementWithoutGiving


In,2ndEdition.NewYork:PenguinBooks,1991.Chapter8.

Session16:March1–CultureandNegotiation


• Salem,P.E."ACritiqueofWesternConflictResolutionfromaNon-WesternPerspective."NegotiationJournal,vol.9(1993):361-369.[8pages]

• Salacuse,J.W.TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldinTwenty-firstCentury.NewYork:PalgraveMacmillan,2003.Chapter7(pp.89-115).[26pages]

• Zartman,I.W."ASkeptic'sView.”InG.O.Faure&J.Z.Rubin,Eds.CultureandNegotiation.NewburyPark:Sage,1993.pp.17-21.[4pages]

OptionalReading:

• Cohen,R.NegotiatingAcrossCultures.2ndEdition.Washington,D.C.:U.S.InstituteofPeace,1997.Pp.9-43;215-226.[43pages]

• Fisher,Roger,andShapiro,Daniel.BeyondReason:UsingEmotionsasYouNegotiate.NewYork:VikingPress,2006.pp.3-21.[18pages]

Note:ThereisnorequiredreadingforMonday,March6.PleasebeginreadingandpreppingforWednesday’sCaseStudyonNorthernIreland

Session17:March6–SimulationExercise

Simulation: MedLeeSession18:March6–GuestLecturer,SaradaPeri,FormerSpecialAssistantandSeniorPresidentialSpeechwriterforPresidentBarackObama

Session19:March8-CaseStudyAnalysis


CaseStudyAnalysis: Curran,DanielF.“’ToHellWiththeFuture,Let’sGetonWiththePast.’

GeorgeMitchellinNorthernIreland,”HBSCaseNo.N9-393(2001).[47pages]

SpringBreak–NoClasses

Session20:March20–SimulationExercise


Simulation:Pulchra-Veritas

Session21:March20–CaseStudyAnalysis


CaseStudyAnalysis: Watkins,Michael.“GettingtoDayton:NegotiatinganEndtotheWarinBosnia,”HBSCaseNo.1-800-134(1999).[30pages]

Session22:March22-GenderandNegotiation


• Bowles,H.R.,PsychologicalPerspectivesonGenderinNegotiation,TheSAGEHandbookofGenderandPsychology,2014.[16pages]

• Curhan&Overbeck,MakingaPositiveImpressioninaNegotiation:GenderDifferencesinResponsetoImpressionMotivation,Volume1,Number2,Pages179–193.[14pages]

OptionalReading:

• Boyer,et.al.,GenderandNegotiation:SomeExperimentalFindingsfromanInternationalNegotiationSimulation,InternationalStudiesQuarterly(2009)53,23–47.[24pages]

• Kolb,D,NegotiationTheoryLookingThroughtheGlassofGender,ICAROccasionalPaper9,GeorgeMasonUniversity,1994.[26pages]

• Liswood,L,TheLoudestDuck:MovingBeyondDiversity,Wiley2009,Chp1

• Babcock,L.&Laschever,S.,WomenDon’tAsk,PrincetonUniversityPress,2003,Chps1,2&4

Session23:March27–InternalDimensionsofNegotiation


• WilliamUry,ThePowerofaPositiveNo.RandomHousePublishingGroup,2007.Chps1and2,pp.25–72.[47pages]

OptionalReading:

• Ury,W,GettingToYesWithYourself(andOtherWorthyOpponents).HarperCollinsPublishers,2015,IntroductionandChp.1.[20pages].

• DouglasStone&SheilaHeen.ThanksForTheFeedback,Viking,2014.Chp1(15-26),Chp2(27–45),Chp5(100-122).[55pages]


Session24:March27–GuestLecturer–Dr.ElizabethRayer,Partner-EnterpriseLearningPracticeLeader,VantagePartners;SeniorNegotiationAdvisor/TrainertoFortune500Executives.

Session25:Mar29–MultipartyNegotiationandConsensusBuilding


• Susskind,L.andCruikshank,J.BreakingRobert’sRules:TheNewWaytoRunYourMeeting,BuildConsensus,andGetResults.NewYork:OxfordUniversityPress,2006.,Ch.2,pp.18-39.[21pages]

• Salacuse,J.W.,TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldinTwenty-firstCentury.NewYork:PalgraveMacmillan,2003.Chapter17.[10pages]

OptionalReading:

• Koh,T.TheTommyKohReader:FavouriteEssaysandLectures,LawoftheSeaChapter,WorldScientificPublishingCompany,2013

Session26:April3–AsymmetricalPowerinNegotiations


• Nye,JosephS."SoftPower."ForeignPolicy,no.80(Autumn1990):pp.153-71.[18pages]

• Rouhana,N.N.andKorper,S.H.“DealingwiththeDilemmasPosedbyPowerAsymmetryinIntergroupConflict”,NegotiationJournal,Vol.12,No.4,1996,pp.353-366.[12pages]

OptionalReading:

• Fisher,R."NegotiatingPower:GettingandUsingInfluence,”inJ.W.Breslin&J.Z.Rubin(Eds.),NegotiationTheoryandPractice.Cambridge:PONBooks,1991.pp.127-140.[13pages]

• Rubin,J.Z.&Salacuse,J.W."TheProblemofPowerinNegotiation”,InternationalAffairs(April1990):24-34.[10pages]

Session27:April3–MultipartyNegotiation

Simulation: 3-PartyCoalition


• Stedman,StephenJohn."SpoilerProblemsinPeaceProcesses",InternationalSecurity22,no.2(Autumn1997):[readpp.5–20]


OptionalReading:

• Kramer,R.“TheMoretheMerrier?SocialPsychologicalAspectsofMultipartyNegotiationsinOrganizations.”InBazerman,M.,Lewicki,R.andSheppard,B.,Eds.ResearchonNegotiationinOrganizations,Vol.3.Greenwich,CT:JAI,1991.pp.307-332.[25pages]

Session28:April5–CaseStudyAnalysis


CaseStudyAnalysis: Rosegrant,SusanandMichaelWatkins.“Carrots,Sticks,andQuestionMarks:NegotiatingtheNorthKoreanNuclearCrisis.”Cambridge:J.F.KennedySchoolofGovernmentCaseProgram,1995.[66pages]

Session29:April10–LeadershipandNegotiation


• RonaldHeifetz,AlexanderGrashow,MartyLinsky."Leadershipina(Permanent)Crisis."HarvardBusinessReview(July-August2009).[7pages]Note:Skim

• Mnookin,Robert.,BargainingwiththeDevil:WhentoNegotiate,WhentoFight.SimonandSchuster,2010.Chp6.[30pages]

• JamesMacGregorBurns,Leadership,HarperPerennialModernClassics,1978,2010,pp.12–23,100-101.[13pages]

OptionalReading:

• JeswaldSalacuse,LeadingLeaders:HowtoManageSmart,Talented,Rich,andPowerfulPeople,(NewYork:Amacom,2006).Chp1–3.[58pages]

• Stedman,StephenJohn,DonaldRothchildandElizabethM.Cousens.EndingCivilWars:TheImplementationofPeaceAgreements.Boulder,CO:LynneRiennerPublishers,Inc.,2002(pp.1-40).[40pages]

• Matz,D.,WhentheMediatorGetsTough,NegotiationJournal,2008[8pages]

• Jago,A.andVroom,V.,TheRoleofSituationinLeadership,AmericanPsychologist,2007,[7pages]

Session30:April10–TheEcuador/PeruPeaceAgreementinFocus.GuestLecturer–FormerPresidentofEcuador,JamilMahuad,NobelPeacePrizeNominee

Session31:April12–TheLeadNegotiatorsoftheSouthAfricaPeaceProcess

VideoCaseStudyAnalysis



• Ury,W.L.,Brett,J.M.,&Goldberg,S.B."DesigninganEffectiveDisputeResolutionSystem,”inJ.W.Breslin&J.Z.Rubin(Eds.),NegotiationTheoryandPractice.Cambridge:PONBooks,1991.Chps.1-2.[40pages]

Session32:April17–Principle-AgentTheory


• Cutcher-Gershenfeld,J.E.Watkins,M.“TowardaTheoryofRepresentationinNegotiation.”InMnookin&Susskind(eds.),NegotiatingonBehalfofOthers.ThousandOaks,CA:Sage.pp.23-51.[28pages]

OptionalReading:

• Ross,Lee."ReactiveDevaluationinNegotiationandConflictResolution."InBarrierstoConflictResolution,editedbyKennethArrow,RobertH.Mnookin,LeeRoss,AmosTversky,andRobertWilson,26-43.NewYork:W.W.Norton,1995.[17pages]

• Babbitt,E.F.,“ChallengesforInternationalDiplomaticAgents.”InMnookin&Susskind,(eds.)NegotiatingonBehalfofOthers.ThousandOaks,CA:Sage,1999.pp.135-150.[15pages]

Session33:April17–Principle-AgentTheoryinAction:RolePlay

VideoAnalysis:Principle-AgentRolePlay


• Mnookin,RobertH.,ScottR.Peppet,andAndrewS.Tulumello."TheTensionBetweenPrincipalsandAgents."InBeyondWinning:NegotiatingtoCreateValueinDealsandDisputes.Cambridge,Mass.:BelknapPressofHarvardUniversityPress,2000.Pp.69-92.[23pages]

OptionalReading:

• Bercovitch,J.“MediationinInternationalConflict:AnOverviewofTheory,AReviewofPractice.”InZartman,I.W.andRasmussen,J.L.PeacemakinginInternationalConflict.WashingtonD.C.:U.S.InstituteofPeace,1997.pp.125-153.[28pages]

• Bazerman,MaxH.,MargaretA.Neale,KathleenL.Valley,EdwardJ.Zajac,andYongMinKim."TheEffectofAgentsandMediatorsonNegotiationOutcomes."OrganizationalBehaviorandHumanDecisionProcesses53,no.1(October1992):55-73.[18pages]

Session34:April19–SealingtheDeal


• Gordon&Ertel,ThePointoftheDeal,HBSPublishing,2007,Chps1–3.[47pages]


OptionalReading:

• Bloomfield,D.,BarnesT.andHuyse.L.,ReconciliationafterViolentConflict.Stockholm:IDEA,2003.Chapters1and6.(28pages)

• Peck,C,AManualforUNMediators,UnitedNationsInstituteforTrainingandResearch(UNITAR),DepartmentforPoliticalAffairs,2010.(p.46-51).[5pages]

• Salacuse,J.,SevenSecretsforNegotiatingwithGovernment:HowtoDealwithLocal,State,National,orForeignGovernments--andComeOutAhead,AMACOM,2008,(pp.161–179).[18pages]

• Babbitt,Dale,Gansonet.al.,ImagineCoexistence–FindingsandRecommendationsforUNHCR,FletcherSchoolofLawandDiplomacy,Medford,MA,2002,[56pages]

• Abdalla,Davenport&Ngunyi,PeacebuildingPilotProjectImpactAssessment–OxfamGreatBritaininRwanda,InstituteforMulti-TrackDiplomacy,WashingtonD.C.,ConsultAfrika,Nairobi,2002,[68pages]

Session35:April24–CaseStudyAnalysis


CaseStudyAnalysis: TommyKohAndTheUnitedStates-SingaporeFreeTradeAgreement,GreatNegotiatorCaseStudySeries

Session36:April24–SimulationExercise

Simulation: ENCO


• Susskind,L.GoodforYou,GreatforMe.PublicAffairs,2014,(pp.197-208).[11pages]

OptionalReading:

• Lax,DavidA.,andJamesK.Sebenius.3-DNegotiation:PowerfulToolstoChangetheGameinYourMostImportantDeals.Boston,Mass.:HarvardBusinessSchoolPress,2006.Chapter12(“ShapePerceptionstoClaimValue”),13(“SolveJointProblemstoCreateandClaimValue”).

FinalPaperDue:Friday,April28,by5:00PM


BibliographyandFurtherLearningonNegotiation,Conflict,LeadershipandManagement:

Negotiation:

• Lax,DavidA.,&JamesK.Sebenius."ThinkingCoalitionally:PartyArithmetic,ProcessOpportunism,andStrategicSequencing."InH.PeytonYoung.NegotiationAnalysis.AnnArbor:UniversityofMichiganpress,1991.Pp.153-94.

• Bazerman,M.H.,Russ,L.E.,&Yakura,E."Post-SettlementSettlementsinTwo-PartyNegotiations,”inJ.W.Breslin&J.Z.Rubin(Eds.),NegotiationTheoryandPractice.Cambridge:PONBooks,1991.

• Bazerman,MaxH.,&MargaretA.Neale."Fairness,Emotion,andRationalityinNegotiation."InNegotiatingRationally,116-25.NewYork:FreePress,1993.

• Neale,MargaretA.,andMaxH.Bazerman."TheEffectsofFramingandNegotiatorOverconfidenceonBargainingBehaviorsandOutcomes."TheAcademyofManagementJournal28,no.1(March1985):34-49.

• Koh,T.TheTommyKohReader:FavouriteEssaysandLectures,WorldScientificPublishingCompany,2013

• Mnookin,Robert.BargainingwiththeDevil:WhentoNegotiate,WhentoFight.SimonandSchuster,2010

• Salacuse,J.,SevenSecretsforNegotiatingwithGovernment:HowtoDealwithLocal,State,National,orForeignGovernments--andComeOutAhead,AMACOM,2008

• Salacuse,J.,TheGlobalNegotiator:Making,Managing,andMendingDealsAroundtheWorldinTwenty-firstCentury.NewYork:PalgraveMacmillan,2003

• Weiss,J.,TheNegotiatorinYou:TipstoHelpYouGettheMostOutofEveryInteraction,HRDPress,2013

• Susskind,L.&Cruikshank,J.BreakingtheImpasse:ConsensualApproachestoResolvingPublicDisputes.NewYork:BasicBooks,1987

• Shapiro,D.NegotiatingtheNonnegotiable:HowtoResolveYourMostEmotionallyChargedConflicts,Viking,2016

• Sebenius,JamesK.,“DealingwithBlockingCoalitionsandRelatedBarrierstoAgreement:LessonsfromNegotiationsontheOceans,theOzone,andtheClimate”inArrowet.al.BarrierstoConflictResolution,pp.151-182(1995).

• J.Z.Rubin(Eds.),NegotiationTheoryandPractice.Cambridge:PONBooks,1991.pp.389-398.

• Raiffa,H.TheArtandScienceofNegotiation.Cambridge:HarvardUniversityPress,1982.Chapter17(CoalitionAnalysis).pp.257-287.

• Susskind,L.,BuilttoWin:CreatingaWorld-ClassNegotiatingOrganization,HarvardBusinessReviewPress,2009

• Cohen,H.,YouCanNegotiateAnything,JaicoPublishingHouse2007.


• Babcock,L.&Laschever,S.,WomenDon’tAsk,PrincetonUniversityPress,2003

• Wheeler,M.TheArtofNegotiation,SimonandSchuster,2013

• StoneD.&Heen,S.,ThanksForTheFeedback,Viking,2014

• Stone,D.,Patton,B.&Heen,S.,DifficultConversations:HowtoDiscussWhatMattersMost,Penguin,2010

• Ury,W.,ThePowerofaPositiveNo.RandomHousePublishingGroup,2007

• Ury,W.,GettingToYesWithYourself(andOtherWorthyOpponents),HarperCollinsPublishers,2015

• Susskind,L.andCruikshank,J.BreakingRobert’sRules:TheNewWaytoRunYourMeeting,BuildConsensus,andGetResults.NewYork:OxfordUniversityPress,2006

• Gordon,M.&Ertel,D.,ThePointoftheDeal,HBSPublishing,2007

• Susskind,L.,GoodforYou,GreatforMe.PublicAffairs,2014

• Fisher,R.,Ury,W.,&Patton,B.,GettingtoYes:NegotiatingAgreementWithoutGivingIn,2ndEdition.NewYork:PenguinBooks,1991.

• Lax,D.andSebenius,J.,3DNegotiation:PowerfulToolstoChangetheGameinYourMostImportantDeals.Boston:HarvardBusinessSchoolPress.2006

• Voss,C.NeverSplitTheDifference,NegotiatingAsIfYourLifeDependedOnIt,HarperBusiness,2016

ConflictResolution:

• Galtung,J.,“PeaceByPeacefulMeans:TheTranscendMethod”,UnitedNationsTrainingManual,2000

• ResourcePackforConflictTransformation,InternationalAlert,FirstEdition,1996,London,UK,Sections1-5

• Fisher,S,et.al,WorkingwithConflict,SkillsandStrategiesforAction,RespondingtoConflict(RTC),2000,London,UK

• PreventingViolentConflict,DepartmentforInternationalDevelopment,London,UK,2006

• Babbitt,E.,Chigas,D.&Wilkinson,R.,TheoriesofIndicatorsandChangeforPeacebuilding,UnitedStatesAgencyforInternationalDevelopment,ConflictManagementandMitigation(CMM)Office,WashingtonD.C.,2013

• Weinstein,J.,TheStructureofRebelOrganizations,WorldBankConflictPreventionandReconstructionUnit,Newsletter4,RebelOrgs,2002

• WorldBank,SocialDevelopmentDepartment,TowardaConflict-SensitivePovertyReductionStrategy,WashingtonDC,2005

• Rosegrant,Susan&MichaelWatkins.“TheGulfCrisis:BuildingaCoalitionforWar.”Cambridge:J.F.KennedySchoolofGovernmentCaseProgram,1994.


• Kolb,D.M.,&Silbey,S.S."EnhancingtheCapacityofOrganizationstoDealwithDisputes",inJ.W.Breslin&J.Z.Rubin(Eds.),NegotiationTheoryandPractice.Cambridge:PONBooks,1991.pp.315-322.

• Lederach,J.P.,“BuildingPeace:SustainableReconciliationinDividedSocieties”,Washington,D.C.,USInstituteofPeace(USIP)1997.

• Stedman,StephenJohn,DonaldRothchildandElizabethM.Cousens.EndingCivilWars:TheImplementationofPeaceAgreements.Boulder,CO:LynneRiennerPublishers,Inc.,2002

Management,Leadership&DecisionSciences:

• Senge,P.,TheFifthDiscipline,CrownPublishingGroup2010.

• JamesMacGregorBurns,Leadership,HarperPerennialModernClassics,1978,2010

• Edmondson,A.,Teaming:HowOrganizationsLearn,Innovate,andCompeteintheKnowledgeEconomy.JohnWiley&Sons2012.

• Goleman,D.,EmotionalIntelligence:10thAnniversaryEdition.RandomHousePublishingGroup,2012.

• Hagstrom,R.,TheWarrenBuffettWay.JohnWiley&Sons,1997.

• Lencioni,P.,TheFiveTemptationsofaCEO,10thAnniversaryEdition.JohnWiley&Sons2010.

• Buckingham,M.&Coffman,C.,First,BreakAlltheRules:WhattheWorld'sGreatestManagersDoDifferently.SimonandSchuster,1999.

• Collins,J.,GoodtoGreat:WhySomeCompaniesMaketheLeap..AndOthersDon’t,RandomHouseBusiness,2001.

• Allen,D.,GettingThingsDone.Penguin,2001.

• Surowiecki,J.,TheWisdomofCrowds.KnopfDoubledayPublishingGroup,2005.

• Dweck,C.,Mindset:TheNewPsychologyofSuccess,BallantineBooks,2007

• GeneralStanleyMcChrystal,et.al.,TeamofTeams:NewRulesofEngagementforaComplexWorld,Portfolio,2015

• Salacuse,J.,LeadingLeaders:HowtoManageSmart,Talented,Rich,andPowerfulPeople,NewYork:Amacom,2006

• Kaplan,M.&Donovan,M.,InclusionDividend:WhyInvestinginDiversity&InclusionPaysOff,Routledge,2013

• Edmondson,A.&Reynolds,S.S.,BuildingtheFuture:BigTeamingforAudaciousInnovation,Berrett-KoehlerPublishers,2016

• Thaler,R.&Sunstein,C.,Nudge:ImprovingDecisionsAboutHealth,Wealth,andHappiness,PenguinBooks,2009


• Cialdini,R.,Influence:ThePsychologyofPersuasion,HarperBusiness,2006

Introduction to Negotiation Theory and Practice – MLD 225 · PDF fileIntroduction to Negotiation ... We will use the case study method, active negotiation ... , 2017 Introduction

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Introduction to Negotiation Theory and Practice – MLD 225 · PDF fileIntroduction to Negotiation ... We will use the case study method, active negotiation ... , 2017 Introduction