organizational negotiation – are creating new opportunities and new pressures ...
according to Lax Sebenius's 3D Negotiation and other leaders of. HBS' PON ...
Introduction to Global Negotiation: Spring 2011
New York University A Private University in the Public Service Class Title Introduction to Global Negotiation Listed as “Introduction to Global Negotiation” C50.9002001 3 points Instructor Contact Andrew Hupert Information Class Time Tuesday, 1:00‐4:00 Course Description Course Description: Global Negotiation examines new trends and emerging best practices in international negotiation – with special attention on modern Chinese‐Western negotiating practices. We will approach negotiation primarily as a strategic, deal‐structuring challenge, and less as a tactical competition or set of behaviors. 3 important cross‐currents in modern negotiation ‐‐ the evolution of China as a negotiating counter‐party, the economic recession currently reorganizing global commercial relationships, and the development of more sophisticated approaches to inter‐ organizational negotiation – are creating new opportunities and new pressures for international negotiators. This course will introduce students to traditional negotiating methods & practices, and then will examine cutting‐edge developments and advances in the field. Once we have established a solid mastery of negotiating practice, we will then examine how cultural differences impact on the job of the negotiator. Finally, we will turn a critical eye on Chinese negotiating techniques and discuss how international business people can most successfully build profitable business relationships with Chinese counter‐parties. Course Objectives Course Objectives: These courses will empower participants with the skills and theoretical framework to negotiate effectively in cross‐cultural and international situations. Global Negotiation has 5 primary goals: 1) Understand current best practices and negotiation theory through a rigorous introduction to modern negotiating skills ‐‐ as practiced by major MNCs. 2) Master cutting edge theories about modern negotiation according to Lax Sebeniusʹs 3D Negotiation and other leaders of HBSʹ PON (Project on Negotiation).
New York University in Shanghai
Introduction to Global Negotiation: Spring 2011
Grading Components
Grading Expectations
3) Increase understanding of different culturesʹ approaches to negotiation ‐ AND to different approaches to culture within the field of negotiation. 4) Develop a deeper understanding of Chinese negotiation tactics and strategies. 5) Attain competence as member of a cross‐cultural negotiating DMU (decision making unit). Final (35%) The final with be case‐based, with the student required to read and absorb the important points and synthesize and actionable negotiating plan. When faced with a realistic business scenario, the student will have to identify key facts and synthesize a negotiating action‐plan based on limited information. Mid‐term Project (30%): Part group project, part individual critique ‐‐ the mid‐term project will largely be based on an extended group simulation. Every student will participate in an ongoing role‐play that reinforces and expands on the class‐work. The mid‐term project will require students to apply negotiating principles in a realistic team structure. Simulation Debrief (15%): Critical analysis of personal experience as a negotiator and participant in the simulation. 10 weekly assignments (10%): Usually individual write‐ups and/or profiles about progress from the group projects. Discussion and Participation 10%: Group participation and active engagement in class discussion. A: Excellent performance showing a thorough knowledge and understanding of the topics of the course; all work includes clear, logical explanations, insight, and original thought and reasoning. B: Good performance with general knowledge and understanding of the topics; all work includes general analysis and coherent explanations showing some independent reasoning, reading and research. C: Satisfactory performance with some broad explanation and reasoning; the work will typically demonstrate an understanding of the course on a basic level. D: Passable performance showing a general and superficial
New York University in Shanghai
Introduction to Global Negotiation: Spring 2011
Suggested Activities Attendance Policy
Submission of Late
understanding of the course’s topics; work lacks satisfactory insight, analysis or reasoned explanations. F: Unsatisfactory performance in all assessed criteria. Optional and suggested trips and events will be discussed throughout the semester. NYU in Shanghai has a strict policy about course attendance that allows no unexcused absences. Each unexcused absence will result in the deduction of three percentage points from the final grade. More than two unexcused absences will result in failure of the course. All absences due to illness require a signed doctor’s note from a local facility as proof that you have been ill and have sought treatment for that illness. All absence requests and excuses must be discussed with the Academic Support Coordinator. Non‐illness absences must be discussed with the Academic Support Coordinator or the Program Director prior to the date(s) in question. Students should contact their instructors to catch up on missed work but should not approach them for excused absences. If you must miss class (for any reason), the Academic Support Coordinator will determine whether or not it is an unexcused absence. If your absence is not excusable, you risk missing class as a detriment to your grade. Students are expected to arrive to class promptly both at the start of class and after breaks. The Academic Assistant will check attendance 15 minutes after class begins. Arriving more than 15 minutes late or leaving more than 10 minutes early will be considered an unexcused absence. Unexcused absences from exams are not permitted and will result in failure of the exam. If you are granted an excused absence from an exam by the Academic Support Coordinator, your instructor will decide how you will make up the exam. This attendance policy also applies for classes involving a field trip or other off‐campus visit. It is the student’s responsibility to arrive at the agreed meeting point on time. There will be no adjustment of attendance records after the end of the semester. If you wish to contest a marked absence, you must do so before you leave Shanghai; so if you think that there may be a discrepancy about your attendance in class on a given day, ask the NYU in Shanghai academic staff to let you look at the attendance record. Written work due in class must be submitted during class time.
New York University in Shanghai
Introduction to Global Negotiation: Spring 2011 Work
Plagiarism Policy
Required Text(s)
Supplemental Text(s) Week 1 Tuesday, February 22nd
Late work should be submitted in person to the Academic Support Coordinator during regular office hours (9:30‐6:00, Monday‐Friday). The Academic Support Coordinator will mark down the date and time of submission in the presence of the student. In the absence of the Academic Support Coordinator, another member of the administrative staff can accept the work in person, following the same protocol. Work submitted within five weekdays will be penalized one portion of a grade for every day that it is late (so if it is late by one day, an assignment marked an “A” will be changed to an “A‐,” and so on). Work submitted more than five days after the due date without an agreed extension will be given a zero. Please note that final essays must be submitted on time. Plagiarism: the presentation of another person’s words, ideas, judgment, images or data as though they were your own, whether intentionally or unintentionally, constitutes an act of plagiarism. Students must retain an electronic copy of their work until final grades are posted on Albert. They must be prepared to supply an electronic copy if requested to do so by NYU in Shanghai. Not submitting a copy of their work upon request will result in automatic failure in the assignment and possible failure in the class. Penalties for confirmed cases of plagiarism are set out in the Academic Guide.
3‐D Negotiation by David A Lax and James K Sebenius, copyright 2006, Harvard Business School Press, Boston MA Negotiating Genius by Deepak Malhotra and Max Bazerman, copyright 2007, Bantam Dell, New York, NY Negotiating Chinese by Carolyn Blackman, 1998, Allen & Unwin Academic Course‐pack containing supplemental readings and background material. Getting to Yes, Roger Fisher and William Ury, 1981, Houghton Mifflin Bargaining for Advantage, G. Richard Shell, 1999, Viking Penguin Introduction: Creating Value through Global Negotiation Reading: Getting to Yes, pp. 17 – 22, 40 – 44, 66 – 76, 97 – 106, Course pack: Section 1 – Negotiation Skills New York University in Shanghai
Introduction to Global Negotiation: Spring 2011
Week 2 Tuesday, March 1st
Week 3 Tuesday, March 8th
Week 4 Tuesday, March 15th
Week 5 Tuesday, March 22nd
Week 6 Tuesday, March 29th
Week 7 Tuesday Makeup Day Friday, April 1st
Handout: Course pack Workshop: Fair Split, Win‐Win calculation Basic Negotiating Skills and Best Practices Reading: Getting to Yes, pp. 151 ‐187, Negotiation Genius, pp 15 – 24, 53 ‐ 74 Handout: “Making Decisions” course pack, simulation back‐story Workshop: Group goal setting, Assignment 1: Team Goal Statement Application, Anticipating and Adjustment. Negotiating Styles Reading: Bargaining for Advantage, pp. 3 ‐25 Handout: Negotiating Style Analysis Workshop: Negotiation Styles / Counter‐party Profile & Template Assignment 2: Strategy & Style analysis Pre‐Deal and Post‐Deal Considerations. Reading: Genius, 75 – 102, 139 ‐ 155 Handout: Negotiating template Workshop: Prisoners Dilemma Part 1. Assignment 3: LIM Analysis Stakeholders, Frameworks and Basic Roles: Who is negotiating what? Reading: Genius, 159 – 176, 196 ‐ 218 Workshop: Stakeholder Mapping Assignment 4: BATNA analysis Structuring a winning deal. PPP: The Perfect Partner Profile. Reading: Genius, pp 236 ‐ 261 Workshop: Complements or Competitors? Choosing an appropriate counter‐party. Prisoners Dilemma 2 – What’s so funny about peace love and understanding? The Factory Game. Assignment 5: Deal progress write‐up. Mapping goals, counter‐parties and operating systems in a shifting economic environment. Reading: 3D, pp 7 ‐ 50 Workshop: Deal Mapping. Environmental analysis – new actors,
New York University in Shanghai
Introduction to Global Negotiation: Spring 2011
Week 8 Tuesday, April 5th
Week 9 Tuesday, April 12th
Week 10 Tuesday, April 19th
Study Break Week 11 Tuesday, May 3rd
Week 12 Tuesday, May 10th Week 13 Tuesday, May 17th Week 14 Tuesday, May 24th Final Exam Tuesday, May 31st
new stresses. Assignment 6: Steeple analysis Whatʹs Culture got to do with deal‐making? Reading: 3D, pp. 51 – 116, ‘Exploring Corporate Strategy’ and ‘Competitive Clocks’ from course pack. Workshop: New actors with different cultural backgrounds. Assignment 7: Goal statements ‐ revisited Culture, Subculture Corp‐culture, Org‐culture, Orientations, Groups, Gangs and Angry Mobs. Chutes and Ladders, Gods & Mad Hatters. Reading: 3D, pp 179 – 203, 225 ‐ 235, Handout: Gerte Hoffestede, ‘Culture topic ‐ TBA’ (course pack) Workshop: Mapping cultures Assignment 8: TBA Negotiating in China. Defining China, analyzing Chinese business modes & models. Reading: Blackman, pp 3 – 41 Assignment 9: Case Analysis Program study break from Friday, April 22nd until Sunday, May 1st China’s Traditional Negotiating Position Reading: Blackman, pp 43 – 93 Handout: Chinese Negotiating Best Practices Workshop: Deal set‐up in China. To JV or not to JV. Assignment 10: Simulation wishlist. China’s Transitional MNC leadership model Blackman: pp. 106 ‐ 121 Workshop: ‘Arch’ negotiating role play. Assignment 11: Takeaways & lessons learned China’s Emerging Entrepreneurial Class as Negotiator Workshop: Doing the Business vs. Doing the Deal. Reading: 3D pp 236 – 254 Where do we go from here? The future of China‐Western negotiating. Workshop: Case review. The final will take place during regularly‐scheduled class time in the final exam week
New York University in Shanghai
Introduction to Global Negotiation: Spring 2011
New York University in Shanghai