When the "King of Pop," Michael Jackson, unexpectedly died in 2009, he left behind an estate that was over $500 million in debt, with largely illiquid assets, and legions of creditors poised to begin to seize assets in as soon as 60 days. The task of managing Jackson's estate, in the role of co-executor-bitterly contested by some members of the Jackson family-fell to celebrated entertainment lawyer John Branca, who was re-hired by Jackson just two weeks prior to his death after on-and-off engagements with the entertainer since the mid-1980s. Soon after Jackson's death, Branca's closest colleagues and advisors recommended that he begin to sell assets, but he decided to go down a different path. This case explores the intricately executed series of negotiations Branca undertook to revive Jackson's legacy with many initiatives including a major movie deal, lucrative multi-album recording agreements, two Cirque de Soleil shows, a Tony Award winning Broadway musical, and even more ambitious plans. While Jackson had earned about a billion dollars during his lifetime as a performer, Branca's stewardship brought the entertainer's estate from the edge of bankruptcy a value of about three billion dollars and rising.

Describes a negotiation where lives are truly at stake, where key lessons on persuasion and the role that identity might play in a negotiation are on display through an effort by a frontline negotiator from OneLegacy, the US's largest organ procurement organization. As the CEO outlines the core strategy and philosophy of this non-profit organization of negotiators in the backdrop of an extremely challenging negotiation between the frontline staff and the family of a recently deceased person. Provides insight into various negotiating situations where classical value creation and claiming are less directly applicable, and where team diversity can generate productive benefits.

Describes a negotiation where lives are truly at stake, where key lessons on persuasion and the role that identity might play in a negotiation are on display through an effort by a frontline negotiator from OneLegacy, the US's largest organ procurement organization. As the CEO outlines the core strategy and philosophy of this non-profit organization of negotiators in the backdrop of an extremely challenging negotiation between the frontline staff and the family of a recently deceased person. Provides insight into various negotiating situations where classical value creation and claiming are less directly applicable, and where team diversity can generate productive benefits.

Structurally almost identical to the Sally Soprano role simulation, KSL Communications is a two-party, non-scorable negotiation between a communications consultancy and a streaming content service provider over the terms of a potential service contract. Lisney is one of the world's largest entertainment content producers with plans to launch its streaming service in South-east Asia. The consultancy that was supposed to handle the launch, Rattlemen, was forced to withdraw because of a "no competition" clause it had with Lisney's closest competitor. Lisney is now eager to sign a service contract with KSL, a reputable but financially troubled consultancy considered to be only second in the market to Rattlemen. Indeed, Lisney headquarters has authorized its Asia-Pacific Vice-President for Communications to offer KSL up to $5 million per year for the contract, though Lisney would like that figure to be lower if possible. KSL desperately wants this contract, which would attract additional clients and give the company certainty about its future, including the ability to acquire the third largest consultancy in the market. The contract is so important that KSL would almost be willing to work at cost (S$300,000 a year) except for the impact on the company's professional reputation and pride.

From an open-concept 90's-style stone and wood cabin in Dublin, New Hampshire, Ryan Serhant reflected on his career as a real estate broker. As Ryan stared into the fireplace that featured prominently in the center of the house, he wondered whether the period of selling real estate at record highs in New York was over. A few short months earlier, the United States had begun to shut down to prevent the spread of the Covid-19 virus. New York City was unsure of its future under this newly defined threat. New York also faced a real estate crisis, as loyal residents started to leave the city in search of more space and distance from other people. Many experts feared that New York City real estate was "in a worse state than after September 11th and the 2008 financial crises." Students step into Ryan's shoes as he faced a decision in March 2020 at the height of Covid-19: Should he stay at his current real estate brokerage, launch his own brokerage in a pandemic, or enjoy the flexibility to start new ventures and spend time with family? As part of the discussion, students reflect on Ryan's time management techniques including the 1,000-minute rule, Task Triage and Finder, Keeper, Doer methodologies, and consider the strengths and weaknesses of these various time and prioritization strategies.

In 2018, Erica Coletta became Mars Petcare's Chief Human Resources Officer, and immediately found herself dealing with high-stakes inclusion and diversity issues. U.S. employees especially were ready for substantive action after unprecedented racial justice protests, and its 100,000 employees across six continents eagerly awaited next steps from previous commitments to equity in hiring and management. How could she effectively capitalize on the energy for change?

Gerald Weiss left Wall Street for the promise of a CFO position at a well-established corporation. He was given a 10-year options package with a guaranteed floor of $12 million and unlimited upside. To ensure the entire package would be worth at least $12 million after 10 years, Gerald negotiated a special provision, which gave him the ability to "gross-up" his options twice over those ten years. If the stock price fell substantially, Gerald would be awarded more options (at-the-money) to bring the entire Black-Scholes value of his package back up to $12 million. Because of the company's culture of informality, the deal was agreed to with a handshake from the CEO, witnessed by the current CFO and the VP of human resources, but not written down. When the stock price actually fell, and Gerald asked to revalue his options package, the company reneged on the deal. Teaching Objective: To generate discussion about the benefits and pitfalls of mega-option grants, the issue of revaluing options, and the conflict between adhering to company culture and protecting the financial interests of the employee.

This case is a 2-party deal-making negotiation regarding the sale and purchase of IT solutions involving hardware, software and maintenance services. The focus is on the practical application of interest-based negotiation theory and concepts. The facts of the case provide multiple opportunities for generating creative solutions and employing strategic communication techniques. The case is also designed to illustrate the use of alternatives and BATNA as objective and realistic measures of negotiation success.

This case is a 2-party deal-making negotiation regarding the sale and purchase of IT solutions involving hardware, software and maintenance services. The focus is on the practical application of interest-based negotiation theory and concepts. The facts of the case provide multiple opportunities for generating creative solutions and employing strategic communication techniques. The case is also designed to illustrate the use of alternatives and BATNA as objective and realistic measures of negotiation success.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 2, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 1, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 2, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for Homebuyer 3, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 1, and is one of eight role documents to be assigned to students in the simulation.

Shanty is a simulation in which students inhabit the role of either a traditional home buyer or an iBuyer, both bidding on the same condo. The traditional home buyer has access to a "comp sheet" of similar properties that have recently sold, and has done a walkthrough. The iBuyer has access to an automated valuation model powered by real, large-scale market transaction data, but has not seen the property in person. The simulation provides students with an opportunity for experiential learning around the use of data and algorithms to inform market decisions. This role is the confidential information for iBuyer 3, and is one of eight role documents to be assigned to students in the simulation.