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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.

It is the August, 2011 and Shanghai and China are in a real estate bubble. But the office leasing market seems to be still healthy. Camille Ping has a 2000 square meter tenant prospect, Advanced Furniture Systems, to move into Corporate Avenue, a new 67,000 square meter first class office building which is part of the Shui On Land Taipingqiao development in Puxi. The landlord and the tenant have agreed upon a letter of intent and Camille, also known as the "Iron Lady", has sent a draft lease for the tenant's review and signature. In response, the tenant's lawyer has sent back a detailed written response raising 25 questions. The leasing broker is anxious to close the deal. Camille has to decide how to proceed with the negotiation and how to respond to the myriad of issues raised in the tenant's lawyer's letter.

This brief note introduces to the student the challenges and rewards of learning to be a more skilled negotiator. Negotiation requires the integration of keen analytic insight with emotional intelligence capabilities.

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.

This is a fictitious case in which Universal Studios, a major US theme parks and resorts company, has to negotiate with China's central government to build its first theme park in the country. Students are divided into groups, and each student is assigned a role as one of the negotiators or as an observer. The topics covered in the negotiation include the new theme park's location, ownership structure, size, nature of theme zones, local employment and hospitality training programmes. The case allows students to experience the difficulties of conducting negotiations in a cross-cultural setting.

This two-party negotiation exercise features a real-life dispute between Merck and Johnson & Johnson regarding European distribution rights to two highly lucrative drugs.

This two-party negotiation exercise features a real-life dispute between Merck and Johnson & Johnson regarding European distribution rights to two highly lucrative drugs.

Supplements Remicade/Simponi: Confidential Instructions for Johnson & Johnson and Remicade/Simponi: Confidential Instructions for Merck.

Excel model to complement a three-party negotiation exercise.

Excel model to complement a three-party negotiation exercise.

Excel model to complement a three-party negotiation exercise.

The Reinsurance Negotiation case is a fictional three-party negotiation between a primary insurer and two reinsurers. The case is appropriate for use in a wide variety of courses, including Financial Institutions, Negotiations, and courses related to the Insurance and Reinsurance industry. This Teaching Note emphasizes the key learning points that are most relevant to a course on financial institutions, while also examining several key elements of negotiation strategy.

The Reinsurance Negotiation case is a fictional three-party negotiation between a primary insurer and two reinsurers. The case is appropriate for use in a wide variety of courses, including Financial Institutions, Negotiations, and courses related to the Insurance and Reinsurance industry. This Teaching Note emphasizes the key learning points that are most relevant to a course on financial institutions, while also examining several key elements of negotiation strategy.

The Reinsurance Negotiation case is a fictional three-party negotiation between a primary insurer and two reinsurers. The case is appropriate for use in a wide variety of courses, including Financial Institutions, Negotiations, and courses related to the Insurance and Reinsurance industry. This Teaching Note emphasizes the key learning points that are most relevant to a course on financial institutions, while also examining several key elements of negotiation strategy.

Jane Chen (GSB '08) and Brian Trelstad (GSB '99) had known one another for years. Trelstad, the chief investment officer of the nonprofit global venture fund Acumen Fund, had been a mentor to Chen and her colleagues as they worked to develop a low-cost infant warmer to meet the needs of low-birth-weight babies, their mothers, and healthcare providers in developing countries. Chen, who became the chief executive officer of Embrace Global, the nonprofit founded to achieve this objective, had come to value Trelstad's guidance and trust his advice. In late 2010, as she and her team were on the cusp getting their innovative new product to market, Chen and Trelstad's relationship took on a new dimension. Embrace was seeking an infusion of funds to support its product launch and help the company rapidly achieve scale. In parallel, Acumen Fund was continuing to look for organizations with game-changing products and services in need of patient capital on their way to becoming self-sustaining businesses that effectively serve the poor. Suddenly, Trelstad was a potential investor and Chen was a prospective investee. As they explored the possibilities of a financial partnership, one of the key questions facing Embrace was whether or not it should consider adopting a for-profit or hybrid organizational structure so it could raise more substantial funding by taking on equity investors. Acumen Fund had to think about whether or not it was interested in investing in Embrace, how to value the company, and how large a stake it might be willing to take if a deal moved forward. This case explores the situation from the perspective of both organizations and can be used to support a high-level negotiation between the two parties.

This case and its companion, "The Coronet-Cameron Baker" (UVA-QA-0763), are intended for undergraduate, executive education, and MBA audiences. They were written for a "Bargaining and Negotiating" elective. This case is from the perspective of Leslie Forsyte, the founder of a vintage car restoration company. Forsyte's current project-the restoration of a 1970 Dodge Super Bee-only requires doors in order to be completed. After months of searching, Forsyte has finally found an ad for a 1970 Dodge Coronet, a car possessing doors that match the Super Bee's.

The idea of making a deal with a handshake-what we generally call an incomplete contract-makes most of us uncomfortable. A handshake is fine between friends, but when it comes to vendors, partners, advisers, employees, or customers, we believe that incomplete contracts are a reckless way to do business. Indeed, firms try to make contracts as airtight as possible-specifying outcomes and contingencies in advance, thus lowering the chances for misunderstanding and uncertainty. But complete contracts have their own flaws, and business's increasing dependence on absurdly detailed contracts in every situation comes with its own downside.

This simulation presents students the opportunity to experience firsthand the economics of carbon markets and permit trading. Each student has private role information about a company he or she manages. The student must make decisions about pollution-reducing investments and production levels in the face of uncertainty about pollution permit prices. Students form groups of five, and throughout the exercise students may buy or sell permits within their group. Trading outcomes dictate permit prices, and at the end of trading, each firm calculates profits and pays over pollution penalties as needed.