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Introduces students to negotiations between venture capitalists (VCs) and the limited partners who provide the VCs' capital. Also discusses negotiations between VCs and other VCs, including those within a VC firm itself. Explores interests, sources of negotiating power, barriers to reaching agreement, and common contractual terms. Describes how the parties try to reduce information asymmetries, align incentives, control decision making, and protect financial downside.

Introduces students to the challenging negotiations between venture capitalists and entrepreneurs. Explores interests, sources of negotiating power, barriers to reaching agreement, and common contractual terms. Describes how the parties try to reduce information asymmetries, align incentives, control decision making, and protect financial downside.

A stop-action simulation case takes participants through the process whereby four people (three young entrepreneurs and an investor) take a machine vision company from start-up to acquisition by a major publicly-traded company. Over several years, they have to reconcile their differing priorities and objectives in order to negotiate the terms of a number of rounds of additional capital infusion and new partners and deal with the stresses this creates in their relationship.

For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This note emphasizes the process of biased assimilation of information. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This part emphasizes the problem of partisan perceptions. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case describes the general scenario.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case contains the confidential information for one of the four roles.

This is a four-player negotiation simulation in which a newly-privatized British water utility must deal with contentious unions and national collective-bargaining agreements. Explores the question of coalitions and multi-lateral negotiations, and the value of interlocking guarantees. This case describes what actually happened in this case.

Deals with an employee who contracts AIDS. The employer, a food-service proprietor, is threatened by an old and valued client with the loss of the account if they do not fire him.

Describes the resolution to the dilemma raised in the (A) case.