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Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

In the hours and days following the September 11, 2001 terrorist attacks which destroyed New York's World Trade Center towers, New York Mayor Rudolph Giuliani distinguished himself, in the view of many, for his style of leadership. A combination of resolve, reassurance, courage, and compassion appeared to rally the city and the United States. Although not long before he had been under fire for aspects of his mayoralty, the post 9/11 Giuliani won national and international acclaim as a leader. This case recounts the details of Giuliani's response such that students of effective public leadership can analyze both Giuliani's decisions and style as examples. The case combines a written account of Giuliani's career, his often-controversial pre-9/11 tenure in office, and a detailed description of his, and New York City government's response to the terrorist blows. The written case is complemented by a video exhibit that combine real-time footage of Giuliani during the immediate aftermath of the Trade Center attacks, as well as reflections by key New Yorkers on his leadership approach and its qualities. The case provides fodder for discussion of those personal and institutional characteristics which came into play during an extreme crisis management situation. These include Giuliani's personal and political behavior, his heroes and role models, as well as New York City's emergency management system and how it was deployed. There is a teaching note available for this case (1681.2). HKS Case Number 1681.0

Aung San Suu Kyi, who would win the Nobel Peace Prize and galvanize world attention on the brutal military rulers of Burma, was, until 1988, an expatriate for much of her life, with largely historical and intellectual connections to the country of her birth. She was the daughter of Aung San, Burma's "father of independence", assassinated in 1947, and herself the author of a history of the southeast Asian country. This case tells the dramatic story of her transformation from her role as a writer and mother, living in Oxford, England, to that of a political leader who electrified throngs in Rangoon (Burma's capital) and sacrificed much of what she held dear as she became a symbol of resistance to the Burmese military and was forced to live under house arrest. This case is intended to provide a vehicle for discussion of the elements which allow a leader to emerge and to gain deep, emotional support from the public. Aung San Suu Kyi's personal, historical status--being her father's daughter--combined with a series of events that thrust her into the public eye (starting with her return to Burma simply to be at the bedside of her dying mother) and set the stage for her dramatic role. At the same time, the case raises the question of what factors, specifically--from personal characteristics to tactical decisions--made her effective. It raises, too, the ethical question of whether, or how, she should have reached some entente with the military rulers of Burma, as she sought to convert symbolic impact to real political change. See also Part B (1686.0).

Aung San Suu Kyi, who would win the Nobel Peace Prize and galvanize world attention on the brutal military rulers of Burma, was, until 1988, an expatriate for much of her life, with largely historical and intellectual connections to the country of her birth. She was the daughter of Aung San, Burma's "father of independence," assassinated in 1947, and herself the author of a history of the southeast Asian country. This case tells the dramatic story of her transformation from her role as a writer and mother, living in Oxford, England, to that of a political leader who electrified throngs in Rangoon (Burma's capital) and sacrificed much of what she held dear as she became a symbol of resistance to the Burmese military and was forced to live under house arrest. This case is intended to provide a vehicle for discussion of the elements which allow a leader to emerge and to gain deep, emotional support from the public. Aung San Suu Kyi's personal, historical status--being her father's daughter--combined with a series of events that thrust her into the public eye (starting with her return to Burma simply to be at the bedside of her dying mother) and set the stage for her dramatic role. At the same time, the case raises the question of what factors, specifically--from personal characteristics to tactical decisions--made her effective. It raises, too, the ethical question of whether, or how, she should have reached some entente with the military rulers of Burma, as she sought to convert symbolic impact to real political change. See also Part A (1685.0).

Plum Creek Timber Co. decides to go ahead with negotiations for a Habitat Conservation Plan (HCP) on its Pacific Northwest properties. HCP represents a new form of public-private-sector collaboration and innovation to improve upon command-and-control environmental policy solution. Throughout the negotiation process, the company must manage several factors: identifying which native fish species to include beyond the bull trout, matching "best science" standards with cost-efficient conservation commitments, minimizing the regulatory burden while enhancing species protection, and fostering support and avoiding conflict with a range of interested stakeholders, from environmental activists to forest products executives.

Summarizes contents of two full-length cases. The cases provide examples of two different approaches to managing complex multi-party negotiations with stakeholders. A rewritten version of an earlier case.