MOR 469—Negotiation and Persuasion
Fall 2012, Tuesday-Thursday, 2-3:50 pm
Professor:
Michael W. Coombs, Ph.D.
Office:
BRI 303
Office Phone: 213 740-9290
Office Hours: Available most mornings. Send email to
request a mutually beneficial time.
E-mail: mcoombs@usc.edu
Course Description
This course in negotiation discusses theories, strategies, and ethics underlying negotiation
and persuasion in contemporary organizations and societies. Particular emphasis is given
to the knowledge and skills needed for effective negotiation and persuasion in a variety of
business and non-business settings. The readings, lectures and case studies have been
chosen for their relevance to the situations you are likely to face as a consumer and as a
manager.
Learning Objectives
Every negotiation involves persuasion. As you will read, persuasion occurs when at least
one person attempts to influence the thinking and/or actions of one or more others.
Persuasion enters into most interpersonal and work related interactions. Our focus will
be on persuasion as it occurs in the context of negotiation. Negotiation is the process by
which two or more interdependent parties attempt to secure agreement.
The primary objective of this course is to broaden your understanding of how these two
interrelated processes operate within and between organizations. Additional objectives
include:
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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.
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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 may occasionally have to meet
outside of class.
Grading Policies
1. Participation and Contribution (10% of your grade)
Your preparation involves completing the assigned readings and preparing the
negotiation exercise for that day. Because I try to observe as many negotiations as
possible on any given day, it is often quite obvious when a student is not prepared. This
harms your negotiation partner’s experience as well as your own, and will be noted by
me, and taken into account in the final assignment of preparation scores. When
negotiating, you must follow all the instructions that are provided for your role. However,
you do have freedom to be creative in how you interpret this information and the kinds of
strategies you employ, provided that they do not contradict any of the explicit instructions
or fundamentally alter the negotiation’s structure.
Participation in class discussion involves active participation that contributes to the class.
Merely showing up and having read the assigned readings do 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.
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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 an 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 11
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 be announced or not announced.
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3. Team Cultural project and presentations (10% of your grade).
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-Evaluation of Negotiations (30% of your grade).
Following Negotiations 2, 3 and 4 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 9 gives you an opportunity to integrate your experience
overall during the course. You will be addressing the questions: “What have I learned
about (1) myself, (2) about negotiation and (3) what will I do to improve my negotiation
skills?” Comments regarding the functioning of your team throughout the course will
also be evaluated. Specific details will be provided later.
5. Mid-Term Examination (20% of your grade)
6. Final Examination (20% of your grade).
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.
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.”
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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 https://Blackboard.usc.edu. 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,
(www.usc.edu/scampus or http://scampus.usc.edu) 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: http://www.usc.edu/student-affairs/SJACS/. 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
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University. It is often difficult to distinguish between a culpable act and inadvertent
behavior resulting from the nervous tensions accompanying examinations. Where a clear
violation has occurred, however, the instructor may disqualify the student’s work as
unacceptable and assign a failing mark on the paper.
Students With Disabilities
Any student requesting academic accommodations based on a disability is required to
register with Disability Services and Programs (DSP) each semester. A letter of
verification for approved accommodations can be obtained from DSP. Please be sure the
letter is delivered to me as early in the semester as possible—at least three weeks before
the date the accommodations will be needed. DSP is located in STU 301 and is open
8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 7400776. For more information visit www.usc.edu/disability.
Technology
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. 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 are 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!
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.
Books and materials
Required:
Lewicki, R; Saunders, David M.; and Minton, John W., Essentials of Negotiation, 5th ed.,
McGraw-Hill, 2007, ISBN: 978-0-07-353036-9
Course Reader: Collected articles and cases available in the USC Trojan Bookstore
Individual surveys and questionnaires
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Optional
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, Fourth Edition. Boston, MA: Allyn
and Bacon, 2001.
Cellich, Clauide and Jain, Subhash C., Global Business Negotiations: A Practical Guide.
Mason, OH: Southwestern, 2004.
Cohen, Raymond, Negotiating Across Cultures: International Communication in an
Interdependent World, revised. Washington, D.C.: Unites States institute of
peace oppress, 1997.
Deep, Sam and Sussman, Lyle, What to Ask When You Don’t Know What to Say: 555
Powerful Questions to Use For Getting Your Way at Work. New York, NY: MJF
Books, 1993.
Diamond, Stuart, Getting More: How to Negotiate to Achieve Your Goals in the Real
World. Crown Business, New York, NY, 2010.
Donohue, George F., Real Estate Dealmaking: A Property Investor’s Guide to
Negotiating. Chicago, IL: Dearborn Trade Publishing, 2005.
Ertel, Danny and Gordon, Mark, The Point of the Deal: How to Negotiate When Yes is
Not Enough. Boston, MA: Harvard Business School Press, 2007.
Fairhurst, Gail T. and Sarr, Robert A., The Art of Framing: Managing the Language of
leadership. San Francisco, CA: Jossey-Bass Publishers, 1996.
Fisher, Roger & Ury, William; Getting to Yes, 2nd ed.; Penguin Books, 1991.
Foster, Dean Allen, Bargaining Across Borders; McGraw-Hill, 1992;
ISBN 0-07-021656-8
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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, 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.
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.
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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, 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: JosseyBass,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.
Puhn, Laurie, Instant Persuasion: How to Change Your Words to Change Your Life.
New York, NY: Jeremy Tarcher / Penguin, 2005.
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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.
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.
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.
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.
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MOR 469 COURSE SCHEDULE – Fall 2012 4:00 pm
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
8/28-1
HOH 303
Tuesday & Thursday – Afternoons and Evenings
Focus on Listening
Leadership Style Inventory
The role of persuasion in negotiation
Reading:
R. Lewicki, Essentials of Negotiation, Chapters 1
L. Babcock & S. Laschever, First You Have to Ask
D. Tannen, The Power of Talk: Who Gets Heard and Why
8/30-2
HOH 303
NEG 1
Video:
Negotiation 1
Case: A Service Dispute (1x1) First half of class
Debrief negotiation: Second half of class
9/4-3
NEG 2
JKP 301
Negotiation 2
Case: Retail Purchase (1x1)
Reading:
R. Lewicki, Essentials of Negotiation, Chapters 2
M. Watkins & S. Rosen, Rethinking “Preparation” in Negotiation
DUE: Provide each other with evaluation observations for inclusion into your self-evaluation that is due
next week. Note: Print materials from Blackboard for Negotiation 2, bring to class and ELC.
9/6-4
HOH 303
Credibility: Establishing and Maintaining It
Debrief Negotiation 2
Communication Patterns and Pitfalls - Crossing gender and cultural divides.
DCPs (Dysfunctional Communication Patterns)
Reading:
R. Lewicki; Essentials of Negotiation, Chapter 2
9/11-5
NEG 3
JKP 301
DUE: Individual Self-Evaluation of Negotiation 2 following Self Evaluation guidelines
Negotiation 3
Case: Labor-Management (2x2) Two rounds
S. Hackley; When Life Gives You Lemons: How to Deal with Difficult People.
DUE: Your Team Strategy Plan submitted prior to negotiation.
On completion of the negotiation remain in the ELC and provide helpful comments to each other
regarding Negotiation 3 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.
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9/13-6
HOH 303
Integrative Negotiations
Analyzing the Other Person’s Reasoning
De-brief Negotiation 3
Reading:
R. Lewicki; Essentials of Negotiation, Chapter 3
V. Medvec & A. Galinsky, Putting More on the Table
Video: Principled Negotiation – Roger Fisher
9/18-7
HOH 303
DUE: Individual Self-Evaluation of Negotiation 3 following Self Evaluation guidelines
Strategy and Planning
Reading:
R. Lewicki, Essentials of Negotiation, Chapter 4
Framing, Linking, Involving, Anchoring and Other Reliable Strategies
Reading:
R. Lewicki; Essentials of Negotiation, Chapter 5
L. Sussman, How to Frame a Message: The Art of Persuasion and Negotiation.
Video:
9/20-8
NEG 4
JKP 301
Negotiation 4
Case: Coffee Contracts (2x2)
DUE: Your Team Strategy Plan submitted prior to negotiation.
9/25-9
HOH 303
Communication in Negotiations
Debrief Negotiation 4
Reading:
R. Lewicki; Essentials of Negotiation, Chapter 6
J. Sebenius, Six Habits of Merely Effective Negotiators.
Roger Fisher & Wayne Davis, Six Basic Interpersonal Skills
9/27-10
HOH 303
DUE: Individual Self-Evaluation of Negotiation 4 following Self Evaluation guidelines
Career negotiations
Reading:
R. Lewicki, Essentials of Negotiation, Chapter 7
Video: Networking
DUE: Company and Position Research
10/2-11
NEG 5
JKP 301
Negotiation 5
Case: Career Interviews First half of class (multiple rounds)
Debrief in class
10/4-12
HOH 303
Career Negotiations: Guest Speaker – Ms. Denise Johnson, USC Career Center
DUE: Your Career Plan
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10/9-13
HOH 303
Issues of Scope and Sequence
Forming and Maintaining Strategic Alliances
Reading:
R. Lewicki, Essentials of Negotiation, Chapter 9
Fortgang, et al.: Negotiating the Spirit of the Deal
Lax & Sebenius, 3-D Negotiation
Sull, et al., Dancing with Elephants: The Smartix Saga
10/11-14
HOH 303
10/16-15
NEG 6
JKP 301
MIDTERM EXAM
Negotiation 6
Case: A Real Estate Transaction (2x2) Two rounds
DUE: Group Strategy Plan submitted prior to the negotiation
10/18-16
HOH 303
Reading:
R. Lewicki, Essentials of Negotiation, Chapter 8
D. Malhotra, Risky Business: Trust in Negotiations.
DUE: Individual Self Evaluation of Negotiation 6
10/23-17
NEG 7
JKP 301
Negotiation 7
Case: A Business Alliance negotiation (2 x 2)
DUE: Your Team Strategy Plan submitted prior to negotiation.
10/25-18
HOH 303
Debrief negotiation 7
Cross-Cultural Negotiations
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
10/30-19
NEG 8
Negotiation 8: Cross-Cultural negotiations
Case: Cross-cultural negotiation (1 x 1) First half of class
Debrief negotiation in classroom (Second half of class)
11/1-20
HOH 303
Cross- Cultural presentations
DUE: All Team Cross-Cultural presentations are due prior to the start of class—even if your team
presents on a different date.
11/6-21
HOH 303
Cross- Cultural presentations
11/8-22
HOH 303
Cross- Cultural presentations
Introduction to Alternative Dispute Resolution
Reading:
R. Cialdini, Harnessing the Science of Persuasion
Video: mediation
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11/13-23
NEG 9
JKP 301
One hour
Negotiation 9: Dispute Resolution
Case: A Dispute Resolution (3 persons)
11/15-24
HOH 303
Alternative Dispute Resolution
11/20-25
HOH 303
Note: Your individual write-up of this negotiation will be augmented/integrated with your own insights
from the prior negotiations (1 through 8) to create your perspectives on your teamwork, which is due
next week (November 15th).
DUE: Individual written Evaluation of Negotiation 9 with reflections of Negotiation 2 thru 9 following
Evaluation Guidelines and Instructions available on Blackboard.
R. Lewicki; Essentials of Negotiation, Chapter 10
M. Watkins, Dynamic Negotiations: Seven Propositions About Complex Negotiations.
11/22
11/27-26
NEG 10
JKP 301
Thanksgiving holiday
Negotiation 10: A Multi-Party Negotiation (6 persons)
11/29-27
HOH 303
12/4-28
NEG 11
JKP 301
12/6-29
HOH 303
Debrief negotiation
FINAL
EXAM
Case: Regional Development Project
Negotiation 11: Multi-Party Negotiation (6 persons)
Case: Community Pollution Hazards
Debrief negotiation
Course Summary
Reading:
R. Lewicki; Essentials of Negotiation, Chapter 12
Class which meets from 2:00 to 3:50 pm---Thursday, December 13, 2:00 to 4:00 pm
14