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Following a brief summary of Henry A. Kissinger's career, this case describes three of his most pivotal negotiations: the historic establishment of U.S. diplomatic relations with the People's Republic of China, the easing of geopolitical tension with the Soviet Union, symbolized by the signing of the first Strategic Arms Limitation Treaty ("SALT I"), and the mediation of the agreement on Sinai disengagement between Egypt and Israel. An appendix lists other important negotiations in which Kissinger played key roles.

Significant negotiation-related achievements from the career of Ambassador Tommy Koh of Singapore are highlighted in brief form along with elements of his background and career. In light of these accomplishments, Koh was selected as the recipient of the 2014 Great Negotiator Award, presented by the Program on Negotiation, an interuniversity consortium of Harvard, MIT, and Tufts that is based at the Harvard Law School. Summaries of several of Koh's negotiations are presented in order to stimulate further research and analysis. Among numerous other activities, the episodes described include his leadership in forging the United States-Singapore Free Trade Agreement (USSFTA), the development and ratification of a charter for the Association of Southeast Asian Nations (ASEAN), the resolution of territorial and humanitarian disputes in the Baltics and Asia, and successful chairmanship of two unprecedented global megaconferences: the Third U.N. Conference on the Law of the Sea and the U.N. Conference on the Environment and Development, also known as the Earth Summit.

This case carefully traces the process by which Stuart Eizenstat handled the negotiation challenges outlined in "Rough Justice: Stuart Eizenstat and Holocaust-Era Asset Restitution (A)". It describes the outcome of the Swiss negotiations and briefly sketches Eizenstat's subsequent involvement in analogous restitution negotiations in Germany, Austria, France, and Israel.

This case picks up (from the end of the "A" case) the detailed story of the KGB's high-pressure negotiations with Harvard doctoral student Bruce Allyn to recruit him as a secret asset for the Soviet spy agency. The "A" case describes how, at the tense height of the Cold War, with CIA agents systematically being exposed and executed in Russia, Allyn participated in an unusual joint U.S.-Soviet study that alternated between the two countries. Going about his doctoral research, meeting and making friends with Russians, he accepted a low-key invitation from a trusted Russian friend to meet for lunch somewhere on the outskirts of Moscow. After hours of warm conversation, great food, and endless alcohol with a group of Russians, all but one of this group drifted out of the room. Suddenly the sole remaining man, "Vladimir," looked straight at Bruce and stated: "I am a high-ranking KGB officer. I have been commissioned to make to you a proposal." Drunk, isolated, and highly vulnerable, Allyn must negotiate with this sophisticated KGB counterpart. To recruit Allyn to secretly work for the KGB, the agent tries many approaches: barely veiled threats, offers of money, and the promise of high level access and Soviet documents that would enable Allyn over time to become the top U.S. Sovietologist. Should Allyn accept the offer, the agent stresses how Allyn could have a much better life and far more effectively advance the shared goals of reducing the risks of nuclear war and improving relations between the two hostile superpowers. At the end of the "A" case, Allyn must figure out what to do. The "B" case recounts subsequent episodes in the negotiation as well as its conclusion.

Isolated by the KGB in Moscow, Harvard graduate student Bruce Allyn faces high-pressure negotiation tactics to recruit him for the Soviet spy agency. At the tense height of the Cold War, with CIA agents systematically being exposed and executed in Russia, Allyn was participating in an unusual joint U.S.-Soviet study that alternated between the two countries. Going about his doctoral research, meeting and making friends with Russians, he accepted a low-key invitation from a trusted Russian friend to meet for lunch somewhere on the outskirts of Moscow. After hours of warm conversation, great food, and endless alcohol with a group of Russians, all but one of this group drifted out of the room. Suddenly the sole remaining man, "Vladimir," looked straight at Bruce and stated: "I am a high-ranking KGB officer. I have been commissioned to make to you a proposal." Drunk, isolated, and highly vulnerable, Allyn must negotiate with this sophisticated KGB counterpart. To recruit Allyn to secretly work for the KGB, the agent tries many approaches: barely veiled threats, offers of money, and the promise of high level access and Soviet documents that would enable Allyn over time to become the top U.S. Sovietologist. Should Allyn accept the offer, the agent stresses how Allyn could have a much better life and far more effectively advance the shared goals of reducing the risks of nuclear war and improving relations between the two hostile superpowers. Allyn must figure out what to do.

Hospital CEO Paul Levy confronts an SEIU unionization drive via a "corporate campaign" aimed at undercutting the hospital's relationships with key internal and external constituencies. Having shepherded one of Boston's top teaching hospitals much of the way through a painful turnaround, but with the hospital still in a fragile financial condition, Levy must formulate a strategy and tactics to deal with the impending initiative by the SEIU, the fastest growing union in the United States with 2.1 million members and a huge organizing budget. The union will likely seek the hospital's agreement to a "neutrality agreement," under which, unlike traditional union processes, management would effectively be silenced during the organizing process. Levy is concerned that the hospital's strategy of innovation and flexibility would be imperiled by an SEIU-unionized workforce.

Beginning in 1994, a series of articles and public disclosures indicated that Swiss banks may have retained assets belonging to victims of the Holocaust, and also may have engaged in long term attempts to block survivors' ability to recover those assets after World War II. Stuart Eizenstat, a longtime government official, and U.S. Special Envoy for Property Restitution, undertook a complex multi-year negotiation between victims' representatives, advocacy groups, government officials, and the banks in an unprecedented attempt to obtain restitution for the victims. Unifying fractous parties within an uncertain legal, social, and business landscape, Eizenstat used a unique approach of quantifying "rough justice" in order to enforce the accountability of corporate entities and governments for past injustices in Switzerland, which forms the basis of this study.

Most big deals--megamergers, major sales, infrastructure projects--are built on a series of smaller ones. Each component deal presents a tactical challenge, but sequencing the parts in a way that achieves the target outcome is a strategic challenge that can unfold over months or years. This process, which the authors call a negotiation campaign, must generally be conducted on several fronts, each involving multiple parties. A multifront campaign can be much more effective than direct negotiation. After failed talks between longshoremen and the Pacific Maritime Association--a group of shippers and port operators--the PMA's president turned away from the bargaining table and embarked on a campaign to align member--firms, the business community, the U.S. government, and the public around his target outcome: the deployment of new information technologies to help unclog busy ports. The result was an agreement that was ultimately mutually beneficial. Designing and executing a negotiation campaign involves identifying the relevant parties, grouping them into fronts according to shared interests, determining whether to combine fronts (if, for instance, doing so would unite your allies), and deciding which fronts to approach early on and which to engage only after you've made progress elsewhere. The deal between the PMA and the longshoremen involved high stakes, but many small-scale deals--such as gaining approval for a new product--also play out on multiple fronts. Going straight to a key decision maker often makes sense, but in many cases a multifront campaign is the only way.

This note provides historical context and background for a challenging negotiation by Col. Joshua Chamberlain of the 20th Maine Regiment of the Union Army during the U.S. Civil War.

Case provides confidential information for students assuming the role of senior executives of Keurig, a startup that has developed an innovative "portion pack" coffee brewing solution, in a negotiation to license technology to Green Mountain Coffee Roasters (GMCR). The negotiation will determine the royalty to be paid to Keurig by GMCR, who will bear capital expenditures, and determine whether GMCR secures exclusive distribution rights to Keurig's system.

Case provides confidential information for students assuming the role of Green Mountain Coffee Roasters (GMCR) senior executives in a negotiation to license technology from Keurig, a startup that has developed an innovative "portion pack" coffee brewing solution. The negotiation will determine the royalty to be paid to Keurig by GMCR, who will bear capital expenditures, and determine whether GMCR secures exclusive distribution rights to Keurig's system.

Describes the background and career of Lakhdar Brahimi in numerous roles ranging from Algeria's ambassador to Indonesia and the Arab League, to serving as that country's foreign minister, and to his many years at the United Nations, with special emphasis on his actions as a mediator in Lebanese and Afghan conflicts.

The Abraham Path Initiative board faces strategic and negotiating challenges in revitalizing a route of Middle East cultural tourism following Abraham's path 4000 years ago. The Path begins in the ancient ruins of Harran, in modern-day Turkey, where Abraham first heard the call to "go forth." It passes through some of the world's most revered cultural, historical, and holy sites, ending in the city of Hebron/AI-Khalil at the tomb of Abraham. With Abraham as a venerated patriarchal figure for Islam, Judaism, and Christianity-monotheistic religions whose adherents have so often clashed-the potential unifying power of this conception has attracted a remarkable range of supporters from around the world as well as considerable media interest. From a notion crystallized at Harvard in 2004, this idea has been carefully negotiated into a concrete reality with supporting country organizations in Syria, Turkey, Jordan, Palestine, and Israel. With the endorsement of the U.N.'s Alliance of Civilizations, over 300 kilometers of the Path have now been opened to a growing number of travelers ranging from student study groups to international leaders all walking stretches of the Path. Yet, momentum has stalled in key areas, strategic and operational issues remain unresolved, and the financial future of the initiative is clouded. Soon the board will meet to debate and decide these issues.

Roger Caracappa must negotiate a cost-saving, innovative proposal from a potential French supplier that could displace the otherwise satisfactory, long-time incumbent supplier. Shortly after being promoted to executive vice president of the Estee Lauder Companies with global packaging as a key responsibility, Caracappa had to assess a recent proposal he had received from a small French company that had patented a packaging innovation. The innovation could save the Estee Lauder Companies some $4-$5 million per year if Caracappa championed it, negotiated a deal to use it, and if it were adopted by Lauder's key brands. If the new packaging functioned as promised, the consumer would not perceive any change in the high quality, stylish packaging that was essential to the luxury image of the firm's brands. But if the new packaging caused production, delivery, or quality problems, the supposed savings would be quickly forgotten and Caracappa would bear a heavy responsibility both for the problems and for disrupting an otherwise satisfactory relationship with the long-time incumbent supplier.

In 2007, the Dow Chemical Company and the Kuwait Petroleum Corporation announced plans to launch a multibillion-dollar joint venture. Later known as K-Dow Petrochemicals, it would be one of the largest manufacturers of chemicals and plastics in the world. Analysts widely hailed the planned joint venture as a game-changing deal for both companies. Shortly after the announcement, cable network CNBC requested an interview with Andrew Liveris, Dow's CEO, about this massive transaction. Liveris needed to decide how to respond. This case provides a brief background on the industry, both companies, and plans for the joint venture as of January 2008.

In early 2005, Martti Ahtisaari planned negotiations to end the decades-long conflict between Acehnese insurgents and the Indonesian government that had claimed thousands of lives. The "modern" phase of the insurgency by the fighters from the Free Aceh Movement that sought independence from Indonesia had persisted for some 30 years, claiming tens of thousands dead, countless wounded and tortured, as well as economic damage estimated by the World Bank at over $11 billion. In a few short days, Ahtisaari, former Finnish President and longtime diplomat active in some of the world's nastiest trouble spots, would see if he and his team could help foster an elusive accord between the bitter, distrustful parties to the conflict.

Describes Martti Ahtisaari's negotiating strategies and tactics along with the results of his efforts to end the decades-long conflict between Acehnese insurgents and the Indonesian government that had claimed thousands of lives.

Details and evaluates results in Esquel's 2002 initiative to negotiate long-term partnerships with often-exploited farmers in Xinjiang (western China) to procure a superior cotton variety.

Esquel Group, leading manufacturer of quality shirts, sought to negotiate long-term partnerships with often-exploited farmers in Xinjiang (western China) to procure a superior cotton variety. Seeking to secure a large supply of specialty cotton in an ethical and socially responsible fashion, Esquel undertook a major 2002 initiative to negotiate value-creating contracts among itself, local Xinjiang municipal governments, and cotton farmers. Aware that contract enforcement in China can be challenging, Esquel offered the region's poor, often-suspicious farmers attractive advanced financing, guaranteed minimum pricing, and other generous terms in return for an agreement to sell their crop exclusively to Esquel. The case concludes with the specialty cotton harvest shaping up as very good while demand for the premium cotton fiber appears to be stronger than ever.

Sued for patent infringement, chemical manufacturer C.K. Claridge tries to design a settlement strategy taking into account a decision analysis of litigating v. negotiating. The plaintiffs are the patent holder and its sole licensee, who is also a CKC competitor. (This case is a revised, alternative version of "C.K. Coolidge, Inc. (Abridged)," HBS No. 607-006.)