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Student spreadsheet for case IN1220.

Student spreadsheet for case IN1221.

A scored 1-on-1 multi-issue negotiation between two romantic partners (an MBA student and medical doctor). After being away for one year and having promised to return to India, the MBA student receives an excellent offer to work abroad. Where will they settle and what will the couple do as regards their future plans and dreams?

Supplement to case IN1225. A scored 1-on-1 multi-issue negotiation between two romantic partners (an MBA student and medical doctor). After being away for one year and having promised to return to India, the MBA student receives an excellent offer to work abroad. Where will they settle and what will the couple do as regards their future plans and dreams?

A multi-issue 1-on-1 collective bargaining agreement (CBA) negotiation between the Senior Manager of Labor Relations (Monika Schmidt) and the new head of the Astra Workers' Federation (Karim Faizal). Astra Precision is the Indian subsidiary of a German auto company. Recently, when violence erupted over working conditions, Astra went into a lockout and lost $300 million.

Supplement to case IN1221. A multi-issue 1-on-1 collective bargaining agreement (CBA) negotiation between the Senior Manager of Labor Relations (Monika Schmidt) and the new head of the Astra Workers' Federation (Karim Faizal). Astra Precision is the Indian subsidiary of a German auto company. Recently, when violence erupted over working conditions, Astra went into a lockout and lost $300 million.

Supplement to SMU259. This is a quantified one-on-one procurement negotiation exercise. The negotiation, carried out over a set of eight issues, is between the Regional Sales Manager for Thermal Coal of Earth Energy, a global mining company, and the Acquisition Team Leader for Thermal Coal of National Electric Power, a Malaysian mid-size public utility company.

This is a quantified one-on-one procurement negotiation exercise. The negotiation, carried out over a set of eight issues, is between the Regional Sales Manager for Thermal Coal of Earth Energy, a global mining company, and the Acquisition Team Leader for Thermal Coal of National Electric Power, a Malaysian mid-size public utility company.

A 2-party negotiation role play between a search engine startup, YOUReka, and Quantron, a supplier of the subassembly boards used at YOUReka's data centers. At issue is a possible breach of contract. Roles include Role for Quantron (#916035) and Role for YOUReka (#916036).

A 2-party negotiation role play between a search engine startup, YOUReka, and Quantron, a supplier of the subassembly boards used at YOUReka's data centers. At issue is a possible breach of contract. Roles include Role for Quantron (#916035) and Role for YOUReka (#916036).

Three divisions seek to form a two- or three-way conglomerate of maximum economic value. Individual and shared interests are in conflict. While similar in economic structure, this case, unlike "Four Way Organization" (894-015), has only a single round, not two rounds, and no "manager."

This note serves as a supplement to any course on incentive design within organizations. The note focuses on the principal difficulties in designing incentive systems, including the trade off between objective and subjective performance metrics, how to design incentive systems in team environments, and the inherent problems with designing incentive systems in environments where workers are involved in multiple activities.

The Abraham Path board reviews the last five years and seeks to frame and act on its major strategic, negotiating, and operational challenges going forward. The Abraham Path Initiative seeks to revitalize a route of Middle East cultural tourism following Abraham's path 4000 years ago. It 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. Having lengthened the walkable part of the Path from 300km five years ago to over 2000km today, with thousands of people having walked parts of the Path, and having been awarded a major World Bank grant, several challenges nonetheless remain including regional war and turmoil, sustainable funding, tensions over the Path's activities in Israel, and possible next steps for the initiative.

Negotiations can be fraught with emotion, but it's only recently that researchers have examined how particular feelings influence what happens during deal making. Here the author shares some key findings and advice. (1) Anxiety leads to poor outcomes. You will be less nervous about negotiating, however, if you repeatedly practice and rehearse. You can also avoid anxiety by asking an outside expert to represent you at the bargaining table. (2) Anger is a double-edged sword. In some cases it intimidates the other parties and helps you strike a better deal, but in other situations, particularly those involving long-term relationships, it damages trust and goodwill and makes an impasse more likely. To avoid or defuse anger, take a break to cool off, or try expressing sadness and a desire to compromise. (3) Disappointment can be channeled to reach a more satisfactory outcome. Before disappointment becomes regret, ask plenty of questions to assure yourself that you've explored all options. And don't close the deal too early; you might find ways to sweeten it if you keep talking. (4) Excitement isn't always a good thing. Getting excited too early can lead you to act rashly, and gloating about the final terms can alienate your counterparts. But if feelings of excitement, like other emotions, are well managed, everyone can feel like a winner.

To be effective, a negotiator must take stock of the subtle messages being passed around the table. In international negotiations, however, you may not know how to interpret your counterpart's communication accurately, especially when it takes the form of unspoken signals. The author identifies five rules of thumb for negotiating in other cultures: (1) Adapt the way you express disagreement. In some cultures it's OK to say "I totally disagree." In others that would provoke anger and possibly an irreconcilable breakdown of the relationship. (2) Know when to bottle it up or let it all pour out. Raising your voice when excited, laughing passionately, even putting a friendly arm around your counterpart, are common behaviors in some cultures but may signal a lack of professionalism in others. (3) Learn how the other culture builds trust. Negotiators in some countries build trust according to the confidence they feel in someone's accomplishments, skills, and reliability. For others, trust arises from emotional closeness, empathy, or friendship. (4) Avoid yes-or-no questions. Instead of asking "Will you do this?" try "How long would it take you to get this done?" (5) Be careful about putting it in writing. Americans rely heavily on written contracts, but in countries where human relationships carry more weight in business, contracts are less detailed and may not be legally binding.

Countless books and articles offer advice on avoiding missteps at the bargaining table. But some of the costliest mistakes take place before negotiators sit down to discuss the substance of the deal. That's because they often take for granted that if they bring a lot of value to the table and have sufficient leverage, they'll be able to strike a great deal. While negotiating from a position of strength is certainly important, many other factors influence where each party ends up. This article presents four factors that can have a tremendous impact on negotiation outcomes and provides guidance on what negotiators should be doing before either side starts worrying about offers, counteroffers, and bargaining tactics. Harvard Business School professor Deepak Malhotra advises negotiators to resolve process before substance, set expectations, map out the negotiation space, and control the frame. By following those steps, managers position themselves for success at the bargaining table.

In 2016, the respective heads of The Humane Society of the United States (HSUS) and SeaWorld Parks & Entertainment, Inc. (SeaWorld) were trying to reach a mutually beneficial resolution to their dispute over orca whale breeding. The HSUS opposed SeaWorld's practice of breeding captive orcas and each leader was facing challenges. SeaWorld was experiencing growing negative publicity and a decline in park attendance and revenues, while the HSUS was in the process of publishing a book encouraging business leaders to join the animal protection movement and incorporate HSUS values into their strategic plans. After a decades-long antagonistic relationship, how could SeaWorld and the HSUS find common ground? Could SeaWorld continue operating in a way that was financially beneficial for the parks and entertaining to guests, while also being respectful of the welfare of the orca whales in their care? Could they meet the HSUS's goals of animal protection?

Supplements the (A) case.