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This simulation involves a negotiation between a real estate developer and a prospective anchor tenant in a proposed shopping center. Students are assigned roles, given confidential information, and asked to try to break the impasse over the "use, assignment, and subletting" clause. Debriefing the results in class should illustrate the possibility of generating joint gains through interest-based negotiation--and the obstacles to such a process. Technical knowledge of real estate issues is not assumed.

This simulation involves a negotiation between a real estate developer and a prospective anchor tenant in a proposed shopping center. Students are assigned roles, given confidential information, and asked to try to break the impasse over the "use, assignment, and subletting" clause. Debriefing the results in class should illustrate the possibility of generating joint gains through interest-based negotiation--and the obstacles to such a process. Technical knowledge of real estate issues is not assumed.

American Home Products' (AHP) $9 billion hostile takeover of American Cyanamid (Cyanamid) was the largest merger-and-acquistion transaction in 1994, and made AHP the fourth largest pharmaceutical firm in the United States. At the time of AHP's offer, Cyanamid had already begun to restructure by selling its consumer products businesses, spinning off its chemicals division, and entering into asset swap negotiations with SmithKline Beecham. AHP entered the fray, at least in part, to block the asset swap deal. The case takes students inside the board room and describes the tension generated by the different views of Cyanamid management and its outside directors on the desirability of the takeover. After a tense and painful board meeting that lasted several days, the board voted unanimously to support the offer. A rewritten version of two earlier cases.

Walt Disney is contemplating sites for a new theme park, building on the success of Disneyland in Anaheim. The focus is on Disney's strategy for land negotiation and acquisition, which is informed by his experience with the Anaheim park.

The saga of Disney's efforts to build a theme park in Manassas, Va. in the early 1990s is told. Disney's strategy against the various opponents of the project is presented.

Disney's first foray into an urban environment, is the restoration and development of the landmark New Amsterdam Theater in New York's Times Square. Disney must negotiate with the city, state, and various nonprofit organizations focused on the redevelopment of Times Square.

Supplements the (C) case.

Precision Controls is a Minnesota-based manufacturer of electronic control devices. To enhance its product line, Precision would like to establish an artificial intelligence research group, either through internal development or, preferably, by merging with or acquiring a firm that has strong artificial intelligence capabilities. Automated Intelligence Corp. (AIC), a New York-based research and development firm specializing in artificial intelligence, is an attractive candidate for a merger. For accounting reasons, a merger--if it is to take place--must be accomplished through an exchange of shares. It is up to representatives of both companies to negotiate a mutually agreeable ratio at which all of the shares of AIC can be exchanged for shares of Precision. A rewritten version of an earlier case.

Precision Controls is a Minnesota-based manufacturer of electronic control devices. To enhance its product line, Precision would like to establish an artificial intelligence research group, either through internal development or, preferably, by merging with or acquiring a firm that has strong artificial intelligence capabilities. Automated Intelligence Corp. (AIC), a New York-based research and development firm specializing in artificial intelligence, is an attractive candidate for a merger. For accounting reasons, a merger--if it is to take place--must be accomplished through an exchange of shares. It is up to representatives of both companies to negotiate a mutually agreeable ratio at which all of the shares of AIC can be exchanged for shares of Precision. A rewritten version of an earlier case.

Describes the United Kingdom credit card industry in the late 1980s, which was really three businesses: a cashless transaction business for merchants, a cashless transaction business for card holders, and a credit business for card holders. At the time of the case, overall profitability has dropped significantly. Added value analysis is used to identify that one of the three businesses is unlikely to remain profitable (cashless transactions for merchants). With this loss of profitability, the case then considers how to limit the losses in the one business that had already been unprofitable (cashless transactions for card holders). This latter step is a problem in interactive decision theory in which players have different perceptions about the game, and these perceptions, in turn, may be influenced by each other.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

A proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble is described. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal.

Supplements the (A) case.

An epilogue to the (A) and (B) cases, this describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups.

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.

The Hydro-Quebec and Great Whale Project case focuses on the ongoing negotiations between the Quebec utility and New York Power Authority (NYPA) over a $17 billion sale of hydroelectric power. If a contract is ratified, Hydro-Quebec will proceed with the development of a major river system in northern Quebec resulting in damage to the ecosystem and the displacement of several thousand native people. Native people, as well environmental groups, have become highly vocal in their opposition to the project. These pressures, combined with falling demand estimates for electrical energy, have resulted in NYPA backing away from the negotiations. Officials at Hydro-Quebec are wondering how to proceed in an apparently no-win situation.