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Six-party negotiation of land use and development.

Six-party negotiation of land use and development.

Six-party negotiation of land use and development.

A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the buyer's board, and the ownership of a potential liability against the seller.

A two-person negotiation exercise involving the potential sale of a small e-commerce company to a large company. The parties need to negotiate four issues: the number of shares in the deal, the vesting period for the shares, whether the seller will get a seat on the buyer's board, and the ownership of a potential liability against the seller.

This exercise builds on the ideas and research of Doug Newberg and is intended to help students work through the key elements of his world-class performance model, Resonance. The technical note "Resonance" (UVA-OB-0626) describes the model, which takes an "experience-based" approach rather than a "goal-oriented" one.

Two-party negotiation involving a bed and breakfast and an incoming coffee chain.

Two-party negotiation involving a bed and breakfast and an incoming coffee chain.

Provides detailed instructions to prepare for factory demonstration day. A rewritten version of an earlier exercise.

Provides detailed instructions to prepare for factory demonstration day. A rewritten version of an earlier exercise.

To teach present value analysis.

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of a third division is attempting to mediate a resolution to the dispute. Unlike many mediation simulations, the mediator has both independent interests and some power to influence outcomes. Two versions of the mediator role are available. In Seneca Systems (A), the mediator can make a financial contribution to solving the problem and hence has bargaining power. In Seneca Systems (B), the mediator has some coercive power in the form of influence with the CEO and could impose a solution if the parties are unable to resolve the dispute themselves. The core teaching issues concern the tradeoffs inherent in having vested interests and power as a mediator.

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of a third division is attempting to mediate a resolution to the dispute. Unlike many mediation simulations, the mediator has both independent interests and some power to influence outcomes. Two versions of the mediator role are available. In Seneca Systems (A), the mediator can make a financial contribution to solving the problem and hence has bargaining power. In Seneca Systems (B), the mediator has some coercive power in the form of influence with the CEO and could impose a solution if the parties are unable to resolve the dispute themselves. The core teaching issues concern the tradeoffs inherent in having vested interests and power as a mediator.

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of a third division is attempting to mediate a resolution to the dispute. Unlike many mediation simulations, the mediator has both independent interests and some power to influence outcomes. Two versions of the mediator role are available. In Seneca Systems (A), the mediator can make a financial contribution to solving the problem and hence has bargaining power. In Seneca Systems (B), the mediator has some coercive power in the form of influence with the CEO and could impose a solution if the parties are unable to resolve the dispute themselves. The core teaching issues concern the tradeoffs inherent in having vested interests and power as a mediator.

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of a third division is attempting to mediate a resolution to the dispute. Unlike many mediation simulations, the mediator has both independent interests and some power to influence outcomes. Two versions of the mediator role are available. In Seneca Systems (A), the mediator can make a financial contribution to solving the problem and hence has bargaining power. In Seneca Systems (B), the mediator has some coercive power in the form of influence with the CEO and could impose a solution if the parties are unable to resolve the dispute themselves. The core teaching issues concern the tradeoffs inherent in having vested interests and power as a mediator.

Seneca is a three-party negotiation-mediation simulation. The context is a product failure crisis in a manufacturing company with highly autonomous units. The heads of two divisions are in a dispute over who has responsibility for failures in a key product. The head of a third division is attempting to mediate a resolution to the dispute. Unlike many mediation simulations, the mediator has both independent interests and some power to influence outcomes. Two versions of the mediator role are available. In Seneca Systems (A), the mediator can make a financial contribution to solving the problem and hence has bargaining power. In Seneca Systems (B), the mediator has some coercive power in the form of influence with the CEO and could impose a solution if the parties are unable to resolve the dispute themselves. The core teaching issues concern the tradeoffs inherent in having vested interests and power as a mediator.

Instructions for Case Selection for Role Reversal In this exercise participants select an actual negotiation situation from their own lives that they found particularly difficult, and negotiate in the role of their opposing party.

Bellicoso is a multi-party conflict resolution simulation based loosely on the bitter civil war in El Salvador. It is designed to explore issues in: 1) the management of interactions between external negotiations between sides and internal negotiations within them, 2) the tensions that get created when parties can resort to various forms of "violence" in order to "change the game," 3) the ways that third party intervenors can "gain entry" into a conflict in order to mediate it, and 4) the use of staged agreements to build momentum toward settlement. Negotiations take place between a government team and an opposition team, each consisting of four players, and are facilitated by a UN mediator, a total of nine distinct roles.

Bellicoso is a multi-party conflict resolution simulation based loosely on the bitter civil war in El Salvador. It is designed to explore issues in: 1) the management of interactions between external negotiations between sides and internal negotiations within them, 2) the tensions that get created when parties can resort to various forms of "violence" in order to "change the game," 3) the ways that third party intervenors can "gain entry" into a conflict in order to mediate it, and 4) the use of staged agreements to build momentum toward settlement. Negotiations take place between a government team and an opposition team, each consisting of four players, and are facilitated by a UN mediator, a total of nine distinct roles.

Bellicoso is a multi-party conflict resolution simulation based loosely on the bitter civil war in El Salvador. It is designed to explore issues in: 1) the management of interactions between external negotiations between sides and internal negotiations within them, 2) the tensions that get created when parties can resort to various forms of "violence" in order to "change the game," 3) the ways that third party intervenors can "gain entry" into a conflict in order to mediate it, and 4) the use of staged agreements to build momentum toward settlement. Negotiations take place between a government team and an opposition team, each consisting of four players, and are facilitated by a UN mediator, a total of nine distinct roles.