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This note reviews some of the relevant research and offers advice for managing and dealing with emotions in the negotiation context. In particular, negotiators should strive to understand their own emotions and feelings and be aware of the emotions the other party may be expressing. By learning to recognize and manage emotions, one is likely to improve many facets of the negotiation and obtain better outcomes for oneself and others.

This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed. The role-play allows participants to negotiate given the inherent value-creation limitations of the setting.

This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed. The role-play allows participants to negotiate given the inherent value-creation limitations of the setting.

In this negotiation role-play between a promising new hire (Maria) and her experienced boss (Milo) in a large NGO, Maria has an ambitious mandate to develop a new initiative from scratch, while Milo has to tightly control budgets. Disagreement on the budget puts the relationship on a collision course.

In this negotiation role-play between a promising new hire (Maria) and her experienced boss (Milo) in a large NGO, Maria has an ambitious mandate to develop a new initiative from scratch, while Milo has to tightly control budgets. Disagreement on the budget puts the relationship on a collision course.

Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few. But they can also be are powerful integrative moments, and when "well navigated" they can become opportunities for wider company reforms.

Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few. But they can also be are powerful integrative moments, and when "well navigated" they can become opportunities for wider company reforms.

Lakshmi Mittal, CEO of Mittal Steel, a UK-based company with Indian roots, took advantage of a weakened Arcelor that had successfully won a bidding war for Canadian steel company Dofasco, with an unsolicited bid to buy the company. Mittal's plans for acquiring Arcelor were initially thwarted by concerted opposition from Arcelor's board and several European governments. To Mittal's further surprise, on May 26, Arcelor orchestrated a merger with the Russian steelmaker Severstal. Although the proposed merger did not offer Arcelor shareholders as much value as Mittal's deal, Arcelor had structured the deal in such a way that it did not require shareholders' approval. Mittal wondered how he should respond to the Severstal deal. Did it make sense to continue pursuing Arcelor or should he look for other ways to expand his steel empire?

The mining giant Anglo American attempts to differentiate itself through its social performance, yet public expectations are still growing. Maintaining a "social license" to operate was increasingly challenging and critical to business success. The case considers Anglo American's options to stay in front of these trends. How can the protagonist promote greater professionalization of social performance inside the organization, and greater integration with business decisions? The organization was also under pressure to increase social investments as part of the company's social license. Could significantly more value - for the company, host governments, and local communities - be created by leveraging the company's core operations, such as increasing the amount of goods and services purchased from local suppliers?

On November 22, 2013, the direct-to-consumer genetic testing provider, 23andMe, received a letter from the U.S. Food and Drug Administration (FDA) ordering the company to halt the sale and promotion of its genetic testing kit. The FDA stated that the product was marketed as a diagnostic and preventative tool and that it was subject to the agency's regulations for medical devices. Company co-founder Anne Wojcicki and chairman Andy Page carefully considered the potential impact of the FDA's letter on 23andMe's position in the industry and the sustainability of its operations.

Following the FDA's letter in November 2013, which ordered 23andMe to cease sales of its DNA test kits, observers wondered how co-founder and CEO, Anne Wojcicki, would guide the company in the presence of uncertainty.

Open English, a Miami-based startup offering online English language learning services, had more than 30,000 active students across Latin America in 2012. The company had just closed a $43 million financing round in order to rapidly scale its service to the next level. Nicolette Moreno, Co-founder and Vice President of Product Development, felt that a substantial portion of the new funding was needed to rework Open English's platform to enable the additional growth. She was concerned that the company's learning platform (LP)-the core set of software systems used to deliver online lessons-was beginning to show its age. Although one path would be to shore up the LP's capacity incrementally to allow the company to sustain its momentum with minimal disruption, Nicolette felt it was just a matter of time before they had to tackle a complete rewrite of the platform. Although daunting to undertake, a rewrite would allow the company to grow beyond the current LP's capabilities and position them for future success. Nicolette needed to give the board a full sense of what she saw-was now really the right time for a complete rewrite of the LP? What were the risks? And how should she approach the effort?

The case describes the efforts of Beiersdorf, a worldwide leader in the cosmetics and skin care industries, to generate and commercialize new R&D through open innovation using external crowds and "netnographic" analysis. Beiersdorf, best known for its consumer brand Nivea, has a rigorous R&D process that has led to many successful product launches, but are there areas of customer need that are undervalued by the traditional process? A novel online customer analysis approach suggests untapped opportunities for innovation, but can the company justify a launch based on this new model of research?

The Duke-NUS Graduate Medical School in Singapore was initially established with the intention of transplanting the Duke University School of Medicine curriculum to Singapore, where the British style of medical education had been dominant. A small team of pioneer faculty faced many challenges, including transplanting the U.S. model while trying to improve upon and adapt it to the local environment, facing skepticism from the local medical community, and securing support for an innovative educational approach both inside and outside the school. The public watched carefully as the first cohort of students prepared to graduate. How would these graduates perform? What would their performance say about the efforts of the Duke-NUS faculty and its supporters?

The president of General Mills Canada wants to build a culture of innovation in his firm. Prior to a senior management meeting in 2010 to review the company's plans for 2011 and beyond, he met with the vice-president of Human Resources and asked him to provide feedback and suggestions about what the organization could do to change its corporate culture. A conservative organization with a collegial atmosphere where consensus and support were essential to moving projects ahead, General Mills Canada had developed an analysis-based, detail-oriented culture that was not necessarily conducive to innovation. This case provides an opportunity to engage in a discussion about the uncertainty faced by senior management in terms of specifically how to build a culture of innovation. While the senior leaders know they want to build a culture of innovation, the real question is how they should go about doing this.

Supplement case to W14003.

This case is set in a multi-divisional company with sales offices in several European countries and manufacturing plants in several others. The management control system has been badly designed and students must figure out what is wrong with it and what to do in light of the accountant's recommendation that no changes be made.

This is a case on ABC but with a tricky differential cost decision of the keep/discontinue variety embedded in it. Students need to work with manufacturing overhead allocation, ABC, overhead variances, and variable costing. They also need to see the big picture, which includes a new product line that, while covering its manufacturing overhead, is contributing only about $5,000 to $58,000 of selling, general, and administrative costs.

This case covers a spectrum of management control issues, including the design of responsibility centers, budgeting, measurement and reporting, and behavioral considerations. It is been used successfully as a final exam in a course on management accounting.

This case is set in a health clinic in a Sub-Saharan African country, and requires (a) a fairly standard flexible budget and variance analysis and (b) a somewhat unusual variance analysis. The latter focuses first on variances in volume and mix/efficiency based on minutes per visit rather than cost, and then requires the student to translate this information into an analysis of staffing needs.