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Negotiations and Conflict Management

Purpose of Course  showclose

Course Information  showclose

Learning Outcomes  showclose

Course Requirements  showclose

• Unit 1
• Unit 2
• Unit 3
• Unit 4
• Unit 5
• Unit 6
• Final Exam
• All Units

Unit Outline show close

Unit 1: What Is Negotiation?  

Negotiations (also referred to as “bargaining”) take place in a range of contexts.  While the objectives of this course focus on business negotiations, you will learn that negotiation principles apply to a vast and diverse range of personal, business, and public situations. You could find yourself negotiating a weekend curfew with your teenager or perhaps a new home purchase.  In business you might negotiate a purchasing contract with a supplier, a new project with employees, or a merger between two major corporations. In the public sector, you might find yourself in the middle of a negotiation on anything from a new school board policy, the content of a new bill with your Congressional representative, or an international trade agreement with China.  Regardless of the context, the basic principles of negotiation are the same.  Whether you are involved in a friendly exchange or a high-stakes conflict resolution, you are essentially in a two-way communication for the purpose of reaching an agreement.  The same skills that diplomats use to negotiate international peace agreements will help you become a more effective business negotiator.

Unit 1 Time Advisory   show close


Unit 1 Learning Outcomes   show close


1.1 What Is Negotiation?  

1.1.1 Overview of Negotiation  

• Reading: Beyond Intractability: Michelle Maiese’s “What Is Negotiation?”

  Link: Beyond Intractability:  Michelle Maiese’s “What Is Negotiation?” (HTML)
   
  Instructions: Read Maiese’s essay for an overview of negotiation.  Note the author’s discussion of the differences between competitive and cooperative approaches.
  
  This reading should take approximately 1 hour and 30 minutes to complete.
  
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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1.1.2 Objectives and Disruptions in Negotiation  

• Web Media: Makram H. Hani’s “Negotiation: The Art of Survival and Craft of Winning”

  Link: YouTube: Makram H. Hani’s “Negotiation: The Art of Survival and Craft of Winning” (YouTube)
   
  Instructions: Watch this 8-minute video in which Makram H. Hani gives an overview of the meaning of negotiation, objectives, and disruptions which impact our decision making.  You should dedicate approximately 15 minutes to watching this video and taking notes.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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1.1.3 Negotiation Planning Elements  

• Reading: SCOPEVision®’s “Negotiation”

  Link: SCOPEVision®’s “Negotiation” (HTML)
   
  Instructions: Click on the link above to obtain a summary of various elements to consider in evolving a negotiation strategy.  Read the entire article, and under the introduction, click on “one-page planning sheet” to obtain helpful planning tools to utilize in forming your negotiation strategy.  Additional readings and videos will be offered in subsequent units to reinforce your knowledge of this material.
   
  Reading and note-taking of this article should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of displayed on the webpage above.  These materials are copyright to SCOPEVision®, who grants permission to reproduce these materials for non-profit organizations.  The licensing agreement may be found here.

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1.2 Managing Conflict  

• Reading: University of Wisconsin-Madison: Office of Quality Improvement and Office of Human Resource Development’s “About Conflict”

  Link: University of Wisconsin-Madison: Office of Quality Improvement and Office of Human Resource Development’s “About Conflict” (HTML)
   
  Instructions: Click on the link above, and read the entire article, which offers an overview of conflict including the definition, assumptions we make, and role of perceptions associated with conflict.  The article also explores the question “why do we tend to avoid conflict?”  Further subunits and sub-subunits will cover the concepts in this reading more in-depth.
  
  This reading should take approximately 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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• Lecture: Youtube: The Saylor Foundation's "Managing Conflicts"

  Link: The Saylor Foundation's "Managing Conflicts" (Youtube)
  
  Instructions: Please watch this entire video (approximately 10 minutes).

  See a broken link? Please let us know!

1.2.1 Analyzing a Dispute  

• Reading: Baylor University: Phil VanAuken’s “Conflict Diagnosis: Are You Hot or Cool?”

  Link: Baylor University: Phil VanAuken’s “Conflict Diagnosis: Are You Hot or Cool?” (HTML)
   
  Instructions: Click on the link above, and read this brief article in which VanAuken describes two types of conflict and offers a simple checklist to diagnose whether a conflict is “hot” (for example, relating to personalities) or “cool” (issue-centered disputes).  Finally, the author helps us to “develop a workable action plan” to resolve our dispute.
   
  This reading and note-taking should take approximately 1 hour.
   
  Terms of Use:  Please respect the copyright and terms of use displayed on the webpages above.

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• Lecture: YouTube: The Saylor Foundation's "Analyzing Disputes"

  Link: The Saylor Foundation's "Analyzing Disputes" (Youtube)
  
  Instructions: Please watch this entire video (approximately 4 minutes). 

  See a broken link? Please let us know!

1.2.2 Improving Decision Making  

• Reading: Harvard Business School: Katherine L. Milkman, Dolly Chugh, and Max H. Bazerman’s “How Can Decision Making Be Improved?”

  Link: Harvard Business School: Katherine L. Milkman, Dolly Chugh, and Max H. Bazerman’s “How Can Decision Making Be Improved?” (PDF)
   
  Instructions: Click on the link above.  Read introductory paragraph.  Then, click on the “Complete Text” link to access the Acrobat PDF version.  Read this 12-page article in which the researchers describe 2 systems of thinking which influence how we reach decisions.  The authors conclude that improved decision-making often occurs when we move from intuitive decision-making to more deliberative decision-making.  Moreover, the authors cite the findings of Bazerman, White, and Loewenstein, which suggest that in certain circumstances, joint versus separate decision making allows us to optimize our decision-making.  Subsequent units will include additional information on the complexity of decision making in the area of conflict and negotiation. 
   
  This reading and note- taking should take approximately 1 hour and 30 minutes.
   
  Terms of Use:  Please respect the copyright and terms of use displayed on the webpage above.

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1.2.3 Coping with Conflict  

1.2.3.1 Bully in the Workplace  

• Lecture: S. Renee Smith and Art Fennell’s “Bully in the Workplace, Backstabbing Friends: Managing Conflict”

  Link: S. Renee Smith and Art Fennell’s “Bully in the Workplace, Backstabbing Friends: Managing Conflict” (YouTube)
   
  Instructions: Please click on the link above, and watch this brief interview that reminds us how conflict is pervasive in our work and personal lives and offers advice about how to cope with issues such as workplace bullying and “backstabbing” friends. 
   
  Studying this video should take less than 15 minutes to complete.
   
  Terms of Use:  Please respect the copyright and terms of use displayed on the webpage above.

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1.2.3.2 Turn Conflicts into Opportunities  

• Reading: Helpguide.org’s “Conflict Resolution Skills”

  Link Helpguide.org’s “Conflict Resolution Skills” (HTML)
   
  Instructions: Click on the link above, and read this article that explains how to build the skills that “can turn conflicts into opportunities” including how to understand conflict in a relationship, how to obtain successful conflict resolution, and offers helpful tips on “Quick Stress Relief.”
   
  This reading and note-taking should take approximately 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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Unit 1 Assessment  

• Assessment: The Saylor Foundation’s “Unit 1 Assessment”

  Link: The Saylor Foundation’s “Unit 1 Assessment”
   
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

  See a broken link? Please let us know!

Unit 2: Negotiation Strategies and Biases  

According to the Stanford Graduate School of Business, “Successful bargaining means looking for positives in every possible circumstance.”  You cannot accomplish this without careful planning.  The product of the careful negotiation planning is your negotiation strategy.  The strategy you use in a negotiation is heavily reliant on the outcome that you desire.  An understanding of the principles, strategies, and tactics used by effective negotiators will help you become more confident in your ability to choose a negotiation strategy that will help you accomplish your goals.  Perhaps more important than planning an appropriate strategy is to become knowledgeable about what motivates us and our counterparts to make decisions.  In this unit, you will learn about various biases that affect our decision making and how to use this knowledge to overcome obstacles to clear, objective, and effective negotiations.  In subsequent units, you will learn how to apply these concepts to specific negotiation theories in order to add or create value for all participants to the negotiation.

Unit 2 Time Advisory   show close


Unit 2 Learning Outcomes   show close


• Reading: FAO’s EASYPol: Tanya Alfredson and Azeta Cungu’s “Negotiation Theory and Practice: A Review of the Literature: Section 3. Negotiation Theory: Foundations and Approaches” and City University of New York: T. K. Das and Rajesh Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework”

  Links: FAO’s EASYPol: Tanya Alfredson and Azeta Cungu’s “Negotiation Theory and Practice: A Review of the Literature:Section 3. Negotiation Theory: Foundations and Approaches” (PDF) and City University of New York: T. K. Das and Rajesh Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework” (PDF)
   
  Instructions: To access Alfredson and Cungu’s paper, click on the link above to access FAO’s EasyPol webpage.  Then, click on the hyperlink after “Related Files” to download the article titled “Negotiation Theory and Practice: A Review of the Literature (PDF).  Scroll to section 3, “Negotiation Theory: Foundations and Approaches,” and read pages 6 through 18.  In addition to a brief review of the basic concepts in negotiation theory, this reading will outline a variety of approaches to negotiation.  Note the authors’ contrast between strategies and tactics. 
  Read Das and Kumar’s article on strategies for strengthening alliances through the use of appropriate negotiation strategies.  In this work, the authors outline a framework of four negotiation strategies and their impact on alliance development.  To access this resource, open Professor Das’ publications page from the link above.  Select the download link adjacent to the title “Interpartner Negotiations in Alliances: A Strategic Framework.”  Note that this reading covers the topics outlined in subunits 2.1–2.4.
  
  These readings and note-taking should take approximately 2 hours and 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpages above.

  The Saylor Foundation does not yet have materials for this portion of the course. If you are interested in contributing your content to fill this gap or aware of a resource that could be used here, please submit it here.

  Submit Materials

2.1 Problem Solving  

Note: See Das and Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework” under the Unit 2 introduction.   In particular, please focus on page 8.  This strategy is appropriate when concerns and relationships are important to both parties.  The authors cite examples of firms that have used this collaborative strategy successfully.

• Reading: University of Colorado: Conflict Research Consortium Article Summary: Tanya Glaser’s Summary of Dean Pruitt’s “Strategic Choice in Negotiations”

  Link: University of Colorado: Conflict Research Consortium Article Summary: Tanya Glaser’s Summary of Dean Pruitt’s “Strategic Choice in Negotiations” (HTML)
   
  Instructions: Click on the link above.  Read the entire article summary.  To have an effective outcome, in addition to selecting an appropriate strategy from the dual concern model, Pruitt emphasizes the need to consider whether a strategy is feasible.  Concepts discussed in this article supplement and are also applicable to strategies covered in subunits 2.2 to 2.4.  This reading and note-taking should take approximately 30 minutes to complete.
   
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2.2 Contending  

Note: See Das and Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework” under the Unit 2 introduction.   In particular, please focus on page 9.  This strategy might be employed when one’s own outcomes are accompanied by a low concern for the other party’s outcomes and the firm has a strongly competitive, rigid, and short-term orientation.  Also, please see Tanya Glaser’s summary of “Strategic Choice in Negotiations” in subunit 2.1 above for supplemental information regarding the contending strategy.

2.3 Yielding  

Note: See Das and Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework” under the Unit 2 introduction.   In particular, please focus on page 10.  In this strategy, the firms reduce their demands or concede to what the opponent is expecting of them.  Also, please see Tanya Glaser’s summary of “Strategic Choice in Negotiations” in subunit 2.1 above for supplemental information regarding the yielding strategy.

2.4 Compromising  

Note: See Das and Kumar’s “Interpartner Negotiations in Alliances: A Strategic Framework” under the Unit 2 introduction.   In particular, please focus on page 10.  This strategy may be appropriate when used by parties who have a moderate concern for their own outcomes as well as for the other party’s outcomes.  Also, please see Tanya Glaser’s summary of “Strategic Choice in Negotiations” subunit 2.1 above for supplemental information regarding the compromising strategy.

2.5 Building Relationships  

• Reading: Program on Negotiation at Harvard Law School: Deepak Malhotra’s “Six Strategies for Building Trust in Negotiations”

  Link: Program on Negotiation at Harvard Law School:  Deepak Malhotra’s “Six Strategies for Building Trust in Negotiations” (PDF)
   
  Instructions: Click on the link above to read the introduction to this article.  Click on “read more” to access the PDF in which Professor Malhotra describes six strategies to influence others’ perceptions of us at the bargaining table.
   
  This reading should be completed in approximately 45 minutes.
   
  Terms of Use:  Please respect the copyright and terms of use displayed on the webpages above.

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• Lecture: University of California Television San Diego: Dr. William Ury’s “From the Boardroom to the Border: Negotiating for Sustainable Agreements”

  Link:  University of California Television San Diego: Dr. William Ury’s “From the Boardroom to the  Border: Negotiating for Sustainable Agreements” (YouTube)
   
  Also available in:
   
  iTunes U
   
  Instructions:  Click on the link above to watch this video to hear one of the world’s foremost negotiation and conflict resolution experts describe a relationship-building strategy he calls, “The Third Side.”  Note the speaker’s explanation of the reciprocal nature of the relationship and the negotiating strategy.  Viewing this lecture should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.6 Understanding Bias  

2.6.1 Cognitive Biases  

• Reading: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research”

  Link: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research” (PDF)
   
  Instructions: Click on the above link, and then select “Gelfand 2004 Handbook of Negotiation and Culture.”  For an explanation of the way that errors in our thought processes influence how we negotiate agreements, read the section “Cognitive Biases” on pages 8 through 16 in Chapter 1.
   
  Please allow approximately 2 hours for this reading and note-taking.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.6.2 Social Perceptions Biases  

• Reading: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research”

  Link: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research” (PDF)
   
  Instructions: If you have not already done so, click on the above link, and then select “Gelfand 2004 Handbook of Negotiation and Culture” to download this reading.  For an explanation of the way that our perceptions of objects, events, and people influence how we negotiate agreements, read the section “Social Perception Biases” on pages 16 through 22 in Chapter 1.
  
  This reading should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.6.3 Motivational Bias  

• Reading: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research”

  Link: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research” (PDF)
   
  Instructions: If you have not already done so, click on the above link, and then select “Gelfand 2004 Handbook of Negotiation and Culture” to download this reading.  For an explanation of the way that our needs and goals influence how we negotiate agreements, read the section “Motivational Biases” on pages 22 through 27 in Chapter 1.
  
  This reading should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.6.4 Emotional Bias  

• Reading: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research”

  Link: Université Nice: Michele Gelfand and Jeanne Brett (eds.)’s The Handbook of Negotiation and Culture: Leigh Thompson, Margaret Neale, and Marwan Sinaceur’s “Chapter 1: The Evolution of Cognition and Biases in Negotiation Research” (PDF)
   
  Instructions: If you have not already done so, click on the above link, and then select “Gelfand 2004 Handbook of Negotiation and Culture” to download this reading.  For an explanation of the way that our feelings and attitudes influence how we negotiate agreements, read the section “Emotional Biases” on pages 27 through 31 in Chapter 1.
  
  This reading should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.6.5 The Endowment Effect  

• Reading: University of Oregon: Kahneman, Knetsch, and Thaler’s “The Endowment Effect, Loss Aversion, and Status Quo Bias”

  Link: University of Oregon: Kahneman, Knetsch, and Thaler’s “The Endowment Effect, Loss Aversion, and Status Quo Bias” (HTML)
   
  Instructions: Click on the link above to access the text.  Please read Kahneman, Knetsch, and Thaler’s entire article, which offers several examples of studies that test theories relative to behavior when faced with the perception of loss, gain, fairness.  For example, understanding how to place value on an item depending on whether you own it or want to purchase it will help you to negotiate a positive outcome. 
   
  This reading should take approximately 1 hour to complete.
   
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2.7 Shared Interests  

• Reading: Beyond Intractability: Summary of “Interests vs. Positions: A Critique of the Distinction”

  Link: Beyond Intractability: Summary of “Interests vs. Positions: A Critique of the Distinction” (HTML)
   
  Instructions: Read this summary, which describes the need to focus on the interests of the other party in a negotiation.  This article will serve as the foundation for the discussion of integrative and distributive bargaining that you will continue in Unit 3.
  
  This reading should take approximately 15 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.7.1 Negotiation as Joint Problem Solving  

• Reading: University of Colorado: Conflict Research Consortium’s “Consensus Rule Processes”

  Link: University of Colorado: Conflict Research Consortium’s “Consensus Rule Processes” (HTML)
   
  Instructions: Read this article from the University of Colorado for an overview of the role of consensus building in negotiation.  Click on any embedded hyperlinks of interest to read more about related topics.
   
  You should spend approximately 15 minutes reading this text.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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2.7.2 Emotional Intelligence  

• Reading: The Negotiator Magazine: Delee Fromm’s “Emotion in Negotiation Part 1” and “Emotion in Negotiation Part II”

  Links: The Negotiator Magazine: Delee Fromm’s “Emotion in Negotiation Part 1” (HTML or DOC) and “Emotion in Negotiation Part II” (HTML or DOC)
   
  Instructions: Read Professor Fromm’s two-part article on the importance of controlling emotions in order to succeed in negotiations.  Make sure that you click on the “next” link at the end of the webpage in order to read all 3 pages of each article.
   
  This reading and note-taking should take you approximately 1 hour and 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

  See a broken link? Please let us know!

Unit 2 Assessment  

• Assessment: The Saylor Foundation’s “Unit 2 Assessment”

  Link: The Saylor Foundation’s “Unit 2 Assessment”
  
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

  See a broken link? Please let us know!

Unit 3: Processes and Phases of Negotiation  

 As you have progressed through learning materials in Units 1 and 2, you have learned that regardless of the inevitability of conflict in your life, you can choose from an array of negotiation approaches to manage the conflict effectively.  In this unit, you are going to consider some basic principles from time-tested negotiation theory.  You will explore both competitive and collaborative negotiation strategies.  In addition, you will learn about four distinct phases in the negotiation process and how appropriate implementation of each phase will lead to effective negotiation.  By the end of this unit, you will see that you do not always have to settle for your piece of the pie.  Using a successful negotiation strategy can make the pie bigger for all concerned.

Unit 3 Time Advisory   show close


Unit 3 Learning Outcomes   show close


3.1 Distributive Negotiation  

• Web Media: UTMcCooms School: Janet Dukerich’s “Lingo: Distributive Negotiation”

  Link: UTMcCooms School: Janet Dukerich’s “Lingo: Distributive Negotiation” (YouTube)
   
  Instructions: Watch this brief video (1:30 minutes) in which Professor Dukerich gives a brief overview of the meaning of distributive negotiation and illustrates how we “cut the pie” by using an example of the purchase of a car.  It may help to view this video more than once.  You should dedicate approximately 15 minutes or less to watching this video and taking notes.
  
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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• Reading: Beyond Intractability: Brad Spangler’s “Distributive Bargaining”

  Link: Beyond Intractability: Brad Spangler’s “Distributive Bargaining” (HTML)
   
  Instructions: Read Spangler’s overview of distributive bargaining, also called positional or “win–lose” bargaining.  As you progress through this course, you will learn that choosing to use distributive bargaining strategies or integrative bargaining (as discussed in subunit 3.2) will depend on many factors.  In fact, sometimes a situation may call for choosing not to participate in a negotiation, because the preferred outcome might be achieved by simply delegating or walking away.  Please click on any embedded links of interest to you to read about related content.
   
  You should spend approximately 30 minutes reading this resource and exploring any associated content through embedded links.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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3.1.1 Positional Bargaining  

• Reading: Beyond Intractability: Brad Spangler’s “Positional Bargaining” and Mediate.com: Wesley S. Helms’ “Rubbing Your Nose off at the Grindstone”

  Links: Beyond Intractability: Brad Spangler’s “Positional Bargaining” (HTML) and Mediate.com: Wesley S. Helms’ “Rubbing Your Nose off at the Grindstone” (HTML)
   
  Instructions: Read Spangler’s article for a discussion of the pros and cons of positional bargaining.  Click on any embedded hyperlinks of interest to you to read related content.  Follow up with Helms’ article for a description of the limitations of positional bargaining.
   
  These readings should take approximately 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpages above.

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3.1.2 Game Theory  

• Reading: DigitalTonto: Greg Satell’s “A Guide to Game Theory and Negotiations”

  Link: DigitalTonto: Greg Satell’s “A Guide to Game Theory and Negotiations” (HTML)
   
  Instructions: Read this overview of game theory for a perspective on the importance of strategy in negotiations.  Pay close attention to the Prisoner’s Dilemma as it is the classic example of Game Theory.
   
  You should spend approximately 30 minutes reading and taking notes on this resource.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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3.1.3 Zero Sum Games  

• Reading: Beyond Intractability: Brad Spangler’s “Positive-Sum, Zero-Sum, and Negative-Sum Situations” and Drexel University: Roger A. McCain’s “Zero-Sum Games”

  Links: Beyond Intractability: Brad Spangler’s “Positive-Sum, Zero-Sum, and Negative-Sum Situations” (HTML) and Drexel University: Roger A. McCain’s “Zero-Sum Games”(HTML)
   
  Instructions: First, read Spangler’s short article, which describes the basic vocabulary of Game Theory outcomes.  Click on any embedded hyperlinks of interest to you to explore related content.  Continue with McCain’s detailed look at Zero-Sum Games.  Note that Spangler’s article also covers sub-subunits 3.1.4 and 3.1.5.
  
  This reading and note-taking should take approximately 1 hour to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpages above.

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3.1.4 Positive Sum Games  

• Web Media: President Bill Clinton’s “Non-Zero Sum Solutions”

  Link: YouTube: President Bill Clinton’s “Non-Zero Sum Solutions” (YouTube)
   
  Instructions: Watch this 8-minute video with an excellent description of positive sum solutions in the context of international relations.  Viewing this video and taking notes should take less than 15 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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3.1.5 Negative Sum Games  

• Reading: Chinese Negotiation: Andrew Hupert’s “Sub Zero-Sum Game Negotiations in China”

  Link: Chinese Negotiation: Andrew Hupert’s “Sub Zero-Sum Game Negotiations in China” (HTML)
   
  Instructions: Read this webpage for an example of how a negotiation can result in an overall loss in the payoffs for both parties.  In this blog article, Andrew Hupert, a professor of Chinese negotiating at New York University, tells of how foreign businesses need to be prepared for “burn your neighbor's house down” lose-lose negotiating in China.  For more readings on negotiation styles in China, see Unit 6: International and Cross Cultural Negotiations.
   
  This reading and note-taking should take approximately 30 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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• Web Media: The Commonsense Entrepreneur: Joel Canfield’s “Persuasion and Negotiation: Don't Choose Lose/Lose!”

  Link: The Commonsense Entrepreneur: Joel Canfield’s “Persuasion and Negotiation: Don't Choose Lose/Lose!” (YouTube)
   
  Instructions: Watch this 7-minute video, explaining how a compromise can actually be a losing payoff for both parties.  Viewing this lecture and taking notes will take less than 15 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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3.2 Integrative Negotiation  

• Web Media: UTMcCooms School: Janet Dukerich’s “Lingo: Integrative Negotiation”

  Link: UTMcCooms School: Janet Dukerich’s “Lingo: Integrative Negotiation” (YouTube)
   
  Instructions: Watch this brief video (1:30 minutes) in which Professor Dukerich gives an overview of the advisability of using integrative negotiation when dealing with multiple issues.  In this strategy, we want to “expand the pie.”  It may help to view this video more than once.  Watching this video and taking notes will take less than 15 minutes to complete.
   
  Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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• Reading: Beyond Intractability: Brad Spangler’s “Integrative or Interest-Based Bargaining”

  Link: Beyond Intractability: Brad Spangler’s “Integrative or Interest-Based Bargaining” (HTML)
   
  Instructions: Read Spangler’s overview of integrative bargaining, sometimes called interest-based or “win–win” bargaining.  Click on any embedded hyperlinks of interest to you to explore related content.
   
  This reading and note-taking should take approximately 30 minutes to complete.
   
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• Lecture: Emory School of Law: Paul Zwier’s “Advanced Negotiations Part 1”

  Link: Emory School of Law: Paul Zwier’s “Advanced Negotiations Part 1” (YouTube)
   
  Instructions: Watch Professor Zwier’s discussion of how negotiators can combine strategy and style to create a transformative negotiation process.
   
  Viewing this lecture should take approximately 1 hour to complete.
   
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3.2.1 Principled Bargaining  

• Reading: Colorado University: Conflict Research Consortium: Book Summary of Roger Fisher and William Ury's "Getting to Yes: Negotiating Agreement without Giving In"

  Link: Colorado University: Conflict Research Consortium: Book Summary of Roger Fisher and William Ury's "Getting to Yes: Negotiating Agreement without Giving In" (HTML)
   
  Instructions: Read this summary of Fisher and Ury's text, which describes a unique perspective on interest-based negotiation.  The authors refer to this approach as principled negotiation.  Note the four principles that one should apply to each stage in the negotiation process.  This reading and note-taking should take approximately 30 minutes to complete.
   
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3.2.2 Emotional Intelligence  

• Reading: The Negotiator Magazine: Delee Fromm’s “Emotion in Negotiation Part 1” and “Emotion in Negotiation Part II”

  Links: The Negotiator Magazine: Delee Fromm’s “Emotion in Negotiation Part 1” (HTML or DOC) and “Emotion in Negotiation Part II” (HTML or DOC)
   
  Instructions: Read Professor Fromm’s two-part article on the importance of controlling emotions in order to succeed in negotiations.  Make sure to click “next” at the end of the text to read all 3 pages of each article.  This reading and note-taking should take approximately 2 hours to complete.
   
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3.3 Phases of Negotiation  

• Reading: Negotiation Experts’ “The Four Phases of the Negotiation Process”

  Link: Negotiation Experts’ “The Four Phases of the Negotiation Process” (HTML)
   
  Instructions: Read this entire overview of the different phases of a negotiation.  Click on any embedded hyperlinks to explore related content.  You should dedicate approximately 1 hour to reading this main article and exploring any embedded hyperlinks.
   
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3.3.1 Pre-Negotiation  

• Reading: Negotiation Experts: Steven Roberts’ “Pre-Negotiation Strategy Check List: Part 1” and “Pre-Negotiation Strategy Check List: Part 2”

  Link: Negotiation Experts: Steven Roberts’ “Pre-Negotiation Strategy Check List: Part 1” (HTML) and “Pre-Negotiation Strategy Check List: Part 2” (HTML)
   
  Instructions: Read Parts 1 and 2 of Roberts’ negotiations checklist for a framework of tactics that can improve the outcome of a negotiation.  Click on any embedded links to explore related content.
   
  These readings, note-taking, and exploring embedded links should take approximately 2 hours to complete.
   
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• Reading: U.S. Department of Labor: Office of Federal Contract Compliance Programs’ (OFCCP) “New Contractors’ Guide”

  Link: U.S. Department of Labor: Office of Federal Contract Compliance Programs’ (OFCCP) “New Contractors’ Guide” (HTML) or (PDF)
   
  Instructions: This Guide describes the Federal laws which the agency oversees and enforces, defines the responsibilities of a Federal Contractor, and gives direction and offers resources to assist companies who may have questions.  To access this guide, click on the link above.  Under “Federal Contractor Corner” on the right side of the webpage, click on the PDF link or HTML link for “New Contractors’ Guide” under “Technical Assistance Guides (TAG”).  Read the entire guide to learn about how Federal Contractors must comply with EEO laws including recordkeeping, notices/posters, prohibition against retaliation, etc.
   
  This reading should take approximately 2 hours to complete.
   
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3.3.2 Setting Goals  

• Reading: Negotiation.biz: Andrew Palmer’s “Negotiation: Objectives”

  Link: Negotiation.biz: Andrew Palmer’s “Negotiation: Objectives” (HTML)
   
  Instructions: Read Palmer’s overview of several possible negotiation objectives.
   
  This reading should be completed in approximately 1 hour.
   
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3.3.3 Looking Ahead to Negotiation  

• Reading: The Saylor Foundation’s “Recognizing and Avoiding Negotiation Mistakes”

  Link: The Saylor Foundation’s “Recognizing and Avoiding Negotiation Mistakes” (PDF)
   
  Instructions:  Please click on the link above to download the file, and read the entire text.  When you are done, ask yourself whether you have missed opportunities for effective outcomes by omitting this pre-negotiation planning.  You are not alone!  Expert negotiators have bypassed some of these questions to their detriment.  These basic principles will assist you to achieve your desired outcomes from future negotiations. 
   
  This reading should take 15 minutes to complete.

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3.3.4 Follow-up  

• Reading: Entrepreneur Media, Inc.: Leslie Spencer Pyle’s “Keep Your Customers from Straying”

  Link: Entrepreneur Media, Inc.: Leslie Spencer Pyle’s “Keep Your Customers from Straying” (HTML)
   
  Instructions: The negotiation is only the beginning.  Please read Pyle’s entire article on building and maintaining long-term alliances from the seller’s perspective.
  
  This reading should be completed in approximately 30 minutes.
   
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Unit 3 Assessment  

• Assessment: The Saylor Foundation’s “Unit 3 Assessment”

  Link: The Saylor Foundation’s “Unit 3 Assessment”
   
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

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Unit 4: Managing Different Types of Business Negotiations  

In this unit, you will learn about factors that are important for negotiating in an organizational context.  Business negotiations can include negotiating your salary, ironing out contracts with your company’s suppliers, settling contract issues with a labor union, or negotiating a merger.  You will consider how to negotiate as the underdog in business-to-business transactions.  Transformational negotiations can go beyond providing a win–win solution to a problem; they can help you build alliances.  By the end of this unit, you will no longer look across the negotiation table and see an adversary; rather, you will learn to regard your counterpart as a partner engaged in a collaborative effort in building a long-term strategic alliance.

Unit 4 Time Advisory   show close


Unit 4 Learning Outcomes   show close


• Lecture: Stanford Graduate School of Business: Joel Peterson’s “Conducting Effective Negotiations”

  Link: Stanford Graduate School of Business: Joel Peterson’s “Conducting Effective Negotiations” (YouTube)
   
  Instructions: Watch this video by Joel Peterson, in which he discusses a broad range of factors that contribute to a successful business negotiation.  This video should take approximately 1 hour to view.
   
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4.1 Multi-Party Business Negotiations  

• Reading: Negotiation Experts’ “Multi-Party Negotiations: Part 1” and “Multi-Party Negotiations: Part 2”

  Links: Negotiation Experts’ “Multi-Party Negotiations: Part 1” (HTML) and “Multi-Party Negotiations: Part 2” (HTML)
   
  Instructions: Read Parts 1 and 2 of this article, which describes the complexities of business negotiations with multiple negotiators and strategies for facilitation.  Click on any embedded hyperlinks to explore related content.
  
  Allow approximately 2 hours to complete these readings.
  
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4.2 Negotiating Mergers and Acquisitions  

• Reading: The Free Dictionary’s “Mergers and Acquisitions (M&A)”

  Link:  The Free Dictionary’s “Mergers and Acquisitions (M&A)” (HTML)
   
  Instructions: Read this legal definition of Mergers and Acquisitions (M&A) that offers an overview of M&A, how they are regulated, social benefits derived, as well as competitive concerns raised.  This reading relates to topics covered in sub-subunits 4.2.1 and 4.2.2 and should take approximately 1 hour to complete.
   
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4.2.1 Investment Thesis  

• Reading: Harvard Business School: David Harding and Sam Rovit’s “Writing a Credible Investment Thesis”

  Link: Harvard Business School: David Harding and Sam Rovit’s “Writing a Credible Investment Thesis” (HTML)
   
  Instructions: If you have not already done so, make sure to read the Free Dictionary’s “Mergers and Acquisitions” in subunit 4.2 for a definition of mergers and acquisitions.  This will help set up your understanding of readings in other subunits in Unit 4.
  
  Read this article, which describes how effective organizations outline clear and concrete goals before beginning a negotiation.  This reading and note-taking should take approximately 1 hour to complete.
   
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4.2.2 Preparing to Negotiate  

• Web Media: Bain & Company: Geoffrey Cullinan’s “Making Tough Calls on Deals”

  Link: Bain & Company: Geoffrey Cullinan’s “Making Tough Calls on Deals” (Adobe Flash)
   
  Instructions: Click on the link above to view Cullinan’s overview of factors to consider when preparing to negotiate an acquisition.  To start the presentation, select topic #1, “Making Tough Calls on Deals.”  Please note that this resource requires a new version of Macromedia Flash Player, which may be downloaded here.   Viewing this presentation should take approximately 15 minutes to complete.
   
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4.3 Sales Negotiations  

• Reading: The Negotiation Academy: Dr. Robert Cialdini’s “Persuasive Sales Negotiation: Parts I, II, & III” and Harvard Law School: Program on Negotiation: Michael Wheeler’s “Build Your Bargaining Endowment”

  Link: The Negotiation Academy: Dr. Robert Cialdini’s “Persuasive Sales Negotiation: Parts I, II, & III” (HTML) and Harvard Law School: Program on Negotiation: Michael Wheeler’s “Build Your Bargaining Endowment” (HTML)
   
  Instructions: First, read The Negotiation Academy’s three-part article on B2B personal selling.  At the end of the first webpage, make sure to click on the link to “Part II,” and at the end of Part II make sure to click on the link to “Part III.”  Then, read Wheeler’s article describing one negotiator’s strategy for pulling ahead in a highly competitive environment.  These readings and note-taking should take approximately 3 hours to complete.
   
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4.3.1 Reciprocation  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  In particular, focus on the text below the heading “The Principle of Reciprocation” in Part I of the reading.

4.3.2 Commitment and Consistency  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  Make sure to focus on the text below the heading “Principle of Commitment and Consistency” in Part I of the reading.

4.3.3 Social Proof  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  In particular, read the section “Principle of Social Proof” at the beginning of Part II of the reading.

4.3.4 Liking  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  Make sure to focus on the text below the heading “Principles of Liking” in Part II of the reading.

4.3.5 Authority  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  In particular, focus on the text below the heading “Authority” in Part III of the reading.

4.3.6 Scarcity  

Note: This topic applies to one of Cialdini’s six principles of negotiation outlined in the Negotiation Expert’s reading assigned below subunit 4.3.  Make sure to focus on the text below the heading “Scarcity” in Part III of the reading.

4.4 Negotiating with Suppliers  

• Reading: Vantage Partners: Jonathan Hughes and Mark Gordon’s “Best Practices for Negotiating with Key Suppliers”

  Link: Vantage Partners: Jonathan Hughes and Mark Gordon’s “Best Practices for Negotiating with Key Suppliers” (PDF)
   
  Instructions: Read Hughes and Gordon’s article, describing a model for building and maintaining collaborative alliances with suppliers.  Open the link above, read the “Introduction” and “About the Study,” and then click on the link “Download Best_Practices_for_Negotiating_with_Key_Suppliers” to download the PDF file.    Read the entire article (16 pages).  This reading should take approximately 2 hours to complete.
   
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4.5 Labor Negotiations  

• Lecture: New Jersey Institute of Technology: Professor Naomi Rotter’s “Lecture 22: Collective Bargaining”

  Link: New Jersey Institute of Technology: Professor Naomi Rotter’s “Lecture 22: Collective Bargaining” (iTunes U)
   
  Instructions: Click the link above to watch Professor Rotter’s lecture on collective bargaining.  This lecture covers a wide range of topics related to organized labor from a management perspective.  This lecture should take approximately 1 hour to view.
   
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4.6 Gender in Business Negotiation  

• Lecture: Stanford University: Deborah Kolb’s “Key to Effective Negotiations for Women”

  Link: Stanford University: Deborah Kolb’s “Key to Effective Negotiations for Women” (YouTube)
   
  Instructions: Watch this 37-minute discussion by Professor Kolb, regarding negotiation strategies for overcoming barriers to gender equality.  Viewing this lecture and taking notes should take approximately 45 minutes to complete.
   
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4.7 Negotiating for Yourself  

• Reading: The Negotiator Magazine: Charles B. Craver’s “Negotiating Employment Opportunities”

  Link: The Negotiator Magazine: Charles B. Craver’s “Negotiating Employment Opportunities” (HTML)
   
  Instructions: Read Professor Craver’s article in which he discusses how one can effectively negotiate for a new job opportunity with an emphasis on compensation.  Make sure to click on the “next” link at the bottom of each webpage to move on to subsequent pages of the article (5 pages total).  This reading should take approximately 1 hour to complete.
   
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4.7.1 Initial Position  

Note: This topic is covered by the reading assigned below subunit 4.7.  In particular, focus on the text on pages 1-3, starting below the heading “Obtaining Initial Positions” to learn how to position yourself more effectively for negotiation.

4.7.2 Salary Negotiation  

Note: This topic is covered by the reading assigned below subunit 4.7.  Make sure to focus on the text below “Negotiating Pay Increases” on pages 4 and 5 to learn how to negotiate for a raise.

4.8 Principals and Agents in Negotiation  

• Reading: The Negotiation Experts’ “Principal and Agents in Negotiation”

  Link: The Negotiation Experts’ “Principal and Agents in Negotiation” (HTML)
   
  Instructions:  Click on the link above, and read about factors to consider when you select an agent to represent you in a negotiation.  Click on any embedded links of interest to learn more about associated content.  Many times it is not to our advantage to negotiate for ourselves.  For example, we may require expertise related to the purchase or the sale of a home to try to optimize our negotiation.  In this article, you will learn that the dynamics of principal to agent or agent to agent can be fraught with problems due to communication difficulties, conflicts of interest, etc.  The article offers possible remedies for these kinds of problems.
   
  This article should take you approximately 30 minutes to complete.
   
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4.9 Moves and Turns in Negotiation  

• Reading: Harvard Business School’s Working Knowledge: Deborah M. Kolb’s “Keeping Your Cool in Negotiations”

  Link:  Harvard Business School’s Working Knowledge:  Deborah M. Kolb’s “Keeping Your Cool in Negotiations” (HTML)
   
  Instructions:  Please click on the link above, and read this entire article.  In this article, Kolb describes the “moves” negotiators make which have the effect of putting the other party on the defensive, e.g., challenging our competence, demeaning ideas, making threats, etc.  To counteract these moves, Kolb teaches us how to recognize these moves for what they are and how to reframe them, or “turn” the move to let your opponent know that “you don’t accept his positioning of you.”
  
  This reading should take approximately 30 minutes to complete.
   
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Unit 4 Assessment  

• Assessment: The Saylor Foundation’s “Unit 4 Assessment”

  Link: The Saylor Foundation’s “Unit 4 Assessment”
   
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

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Unit 5: Conflict Resolution  

Perhaps you feel that conflict is an inevitable part of life.  If you agree, you are not alone.  Have you have ever driven a car in rush hour traffic?  Have you ever been faced with an angry customer (or been that angry customer)?  Are your coworkers or employees less than perfect 100 percent of the time?  Any of these scenarios can result in conflict.  Unless it is managed properly, conflict can damage an organization and destroy interpersonal relationships.

In this unit, you will learn how conflict can be a positive influence if it is managed properly.  In fact, conflict that is effectively resolved can help personal and professional relationships grow and strengthen.   You will explore some alternatives to the potential lose–lose outcome of conflict.  By the end of this unit, you will be familiar with ways to diagnose conflict and apply new strategies to solving the problems associated with conflict.

Unit 5 Time Advisory   show close


Unit 5 Learning Outcomes   show close


• Reading: University of Wisconsin–Madison: Office of Human Resource Development’s “About Conflict” and Mind Tools’ “Conflict Resolution: Resolving Conflict Rationally and Effectively”

  Links: University of Wisconsin–Madison: Office of Human Resource Development’s “About Conflict” (HTML) and Mind Tools’ “Conflict Resolution: Resolving Conflict Rationally and Effectively” (HTML)
   
  Instructions: First, read the University of Wisconsin–Madison’s six-point overview of conflict.  Follow up with the Mind Tools article, describing two underlying theories for conflict resolution.
  
  These readings and note-taking should take approximately 4 hours to complete.
   
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5.1 Intra-Organizational Conflict  

5.1.1 Causes of Organizational Conflict  

• Reading: New Jersey Institute of Technology: Professor Naomi Rotter’s “Conflict and Stress”

  Link: New Jersey Institute of Technology: Professor Naomi Rotter’s “Conflict and Stress” (iTunes U)
   
  Instructions: Scroll down to Lecture #23, select “View in iTunes” to launch iTunes, and then click on play.  Watch Professor Rotter’s lecture about conflict and stress from an organizational perspective.  Viewing this lecture should take approximately 1 hour to complete.
   
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5.2.1 Mediation  

• Reading: Beyond Intractability: Christopher Honeyman and Nita Yawanarajah’s “Mediation”

  Link: Beyond Intractability: Christopher Honeyman and Nita Yawanarajah’s “Mediation” (HTML)
   
  Instructions: Read the entire article for an explanation of when mediation is used and how it works.  Click on any embedded hyperlinks of interest to explore related content.  Allow approximately 1 hour to complete this reading.
   
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• Web Media: U.S. Equal Opportunity Employment Commission’s “10 Reasons to Mediate”

  Link: U.S. Equal Opportunity Employment Commission’s “10 Reasons to Mediate” (Mp3)
   
  Instructions: Watch this video, explaining how mediation can serve as an alternative for organizations facing the potential for investigation and litigation associated with charges of discrimination.  Click on the link above and follow the directions to download this video.  Viewing this video should take approximately 15 minutes to complete.
   
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5.2.1.1 Problem-Solving Mediation  

• Reading: Beyond Intractability: Brad Spangler’s “Problem-Solving Mediation”

  Link: Beyond Intractability: Brad Spangler’s “Problem-Solving Mediation” (HTML)
   
  Instructions: Read Spangler’s summary of a form of mediation that seeks to solve a problem by obtaining the optimal win–win settlement.  Click on any embedded hyperlinks of interest to explore related content.  This reading should take approximately 1 hour to complete.
   
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5.2.1.2 Transformative Mediation  

• Reading: Beyond Intractability: Brad Spangler’s “Transformative Mediation”

  Link: Beyond Intractability: Brad Spangler’s “Transformative Mediation” (HTML)
   
  Instructions: Read Spangler’s summary of an alternative orientation to mediation that focuses on empowering the parties to grow beyond the limits of the dispute.  Click on any embedded hyperlinks of interest to explore related content.  This reading should take approximately 1 hour to complete.
   
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5.2.2 Arbitration  

• Reading: Beyond Intractability: Christina Leb’s “Arbitration”

  Link: Beyond Intractability: Christina Leb’s “Arbitration” (HTML)
   
  Instructions: Read Leb’s essay for an explanation of arbitration as an alternative to litigation in dispute resolution.  The author notes that arbitration is more common in commercial disputes rather than disputes between states.  Click on any embedded hyperlinks of interest to explore related content.  This reading should take approximately 1 hour to complete.
   
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5.2.2.1 How to File an Arbitration Action  

• Reading: U.S. Securities and Exchange Commission’s “Arbitration”

  Link: U.S. Securities and Exchange Commission’s “Arbitration” (HTML)
   
  Instructions: Read the SEC’s description of types of arbitration, how to file an arbitration action, and how to locate an attorney.  This reading should take approximately 30 minutes to complete.
   
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5.2.2.2 Enforcing an Arbitration Award  

• Reading: The ‘Lectric Law Library: Joseph Colagiovanni and Thomas Hartmann’s “Enforcing Arbitration Awards”

  Link: The ‘Lectric Law Library: Joseph Colagiovanni and Thomas Hartmann’s “Enforcing Arbitration Awards” (HTML)
   
  Instructions: Read this online article for an explanation of how the victor in an arbitration matter can enforce the arbitrator’s decision.    You should dedicate approximately 1 hour to studying this article.
   
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Unit 5 Assessment  

• Assessment: The Saylor Foundation’s “Unit 5 Assessment”

  Link: The Saylor Foundation’s “Unit 5 Assessment”
   
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

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Unit 6: International and Cross Cultural Negotiation  

Negotiating across national and cultural boundaries raises additional challenges for participants.  All of us are a product of the culture and geographical areas in which we were raised and now live.  Culture creates biases in our perceptions, motivations, interests, and strategies, which may give rise to a host of conflicts in the negotiating process.  Aspects of culture that may affect negotiations include such things as language, dialect, societal norms, business etiquette, religion, values, cuisine, hygiene, comfort, and personal preferences.  International negotiations are also often impacted by historical events, nationalism, legal restrictions, tariffs, geographic distance, topographic conditions, multilateral alliances, and political conflicts.

Unit 6 Time Advisory   show close


Unit 6 Learning Outcomes   show close


6.1 Cross-Cultural Communications in International Business Negotiations  

• Reading: Andrew Boughton’s “Cultural Impact on Negotiation”

  Link: Andrew Boughton’s “Cultural Impact on Negotiation” (HTML)
  
  Instructions: Please go to the linked page and read the article, which will give you an overview of how culture can impact negotiations.  Specifically, in this excerpt, Boughton cites conclusions of a three-decade systematic study of international negotiating relating to differences in language, non-verbal behaviors, values, thinking, and decision-making processes.  This reading and note-taking should take approximately 2 hours to complete.
  
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6.1.1 Cross-Cultural Negotiation  

• Reading: Calum Coburn Associates: Michael Zieba’s “Cross Cultural Negotiation”

  Link: Calum Coburn Associates: Michael Zieba’s “Cross Cultural Negotiation” (HTML)
   
  Instructions: Please go to the  webpage linked above, and read the article, which discusses general strategies for engaging in cross-cultural and international negotiations.  Allow approximately 30 minutes to complete this reading.
   
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6.1.2 Global Negotiations and Non-Verbal Behaviors  

• Reading: Dr. John L. Graham’s “International and Global Negotiation, Nonverbal Behaviors” and INSEAD: Dr. Horacio Falcao’s “Cross-Cultural Negotiations: Avoiding the Pitfalls”

  Links: Dr. John L. Graham’s “International and Global Negotiation, Nonverbal Behaviors” (YouTube) and INSEAD: Dr. Horacio Falcao’s “Cross-Cultural Negotiations: Avoiding the Pitfalls” (YouTube)
   
  Instructions: Please watch the seven-minute video by Dr. Graham on nonverbal behaviors, and watch Dr. Falcao’s 15-minute discussion of common problems and errors seen in cross-cultural negotiations.  Viewing these videos and taking notes should take approximately 30 minutes to complete.
  
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6.2 The Application of Cultural Dimension Theories to International Business Negotiations  

6.2.1 Fons Tropenaars’ Theory of Cultural Dimensions  

• Reading: Reading: Global Project Management: Jean Binder’s “Trompenaars’ Dimensions”

  Link: Global Project Management: Jean Binder’s “Trompenaars’ Dimensions” (HTML)
   
  Instructions: Please go to the  webpage linked above, and read the article, which will introduce you to Dr. Tropenaars’ theory of cultural dimensions— one of the most respected in cross-cultural communications.  Make sure to click on “next” at the bottom of the webpage to continue the article (3 pages total).  Click on any embedded links or the headings to explore related content.  Reading, exploring related content, and taking notes on this resource should take approximately 2 hours to complete.
   
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• Web Media: THT Consulting’s “Dr. Fons Tropenaars on Culture”

  Link:THT Consulting’s “Dr. Fons Tropenaars on Culture” (YouTube)
  
  Instructions: Please go to the webpage linked above, and view the video (5  minutes) in which Dr. Tropenaars explains how cultural dimensions impact cross-cultural communications and negotiations.  Viewing the video and taking notes should last less than 15 minutes.
   
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6.2.2 Geert Hofstede’s Dimensions of Culture Theory  

• Reading: Geert Hofstede’s “Culture”

  Link: Geert Hofstede’s “Culture” (HTML)
   
  Instructions: Please go to the  webpage linked above, and read the article, which gives an overview of Hofstede’s findings on how various prominent levels of culture impacts international business transactions.  This reading should take approximately 1 hour and 30 minutes to complete.
   
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• Reading: Geert Hofstede’s “Dimensions of National Cultures”

  Link: Geert Hofstede’s “Dimensions of National Cultures” (HTML)
   
  Instructions: Please go to the  webpage linked above, and read the article in which Hofstede explains the five dimensions of culture and how each impacts international business transactions and cross-cultural communications.  Allow approximately 1 hour and 30 minutes to complete this reading.
   
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6.3 Regional and Country-Specific Case Studies on International Negotiations  

• Activity: ITIM International’s “Geert Hofstede Cultural Dimensions”

  Link: ITIM International’s “Geert Hofstede Cultural Dimensions” (HTML)
   
  Instructions: Please go to the webpage linked above.   Using the toggle boxes at the top of the page, input your home country where it says, “Home Culture.”  For comparison, input a country or region that corresponds to the subject in sub-subunits 6.3.1 through 6.3.5.  Read the resulting “5D Model of Professor Geert Hofstede” for a better understanding of the cultural differences between your own culture and that of other countries.  This will give you a good idea of how Hofstede’s principles are applied in the international business setting.
  
  This reading and exercise should take approximately 2 hours to complete.
  
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6.3.1 Russia  

• Web Media: Cook’s “Russia Culture and Business Etiquette”

  Link: Richard Cook’s “Russia Culture and Business Etiquette” (YouTube)
   
  Instructions: Please go to the linked page and view the video (7  minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in Russia.  Viewing this video and taking notes should take less than 15 minutes to complete.
   
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6.3.2 The Arab World  

• Web Media: Neil Payne’s “UAE Culture and Business Etiquette”

  Link: Neil Payne’s“UAE Culture and Business Etiquette” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (3  minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in the United Arab Emirates.
   
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• Web Media: Trevor Williams’ “Cultural Issues in Arab World Business Deals”

  Link: Trevor Williams’ “Cultural Issues in Arab World Business Deals” (YouTube)
   
  Instructions: Please go to the webpage linked above,  and view the video (7 minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in the Arab world.  You should allow for 15 minutes to view the videos in this sub-subunit and to take notes.
   
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6.3.3 Latin America  

• Web Media: TerryCollege: Dr. John Ross’ “Doing Business in Latin America”

  Link: TerryCollege: Dr. John Ross’ “Doing Business in Latin America” (YouTube)
   
  Instructions: Please go to the webpage linked above,  and view the video (72  minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in Mexico, Central America, and South America.  You should dedicate approximately 1 hour and 15 minutes to viewing this lecture.
   
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6.3.4 China  

• Reading: Negotiation Experts: Dr. Bob March’s “Selling Water for China”

  Link: Negotiation Experts: Dr. Bob March’s “Selling Water for China” (HTML)
   
  Instructions: Please go to the webpage linked above,  and read the case study, which describes the cultural considerations present in an international business transaction.  Click on any embedded links of interest to explore related content.  This reading should be completed in approximately 1 hour.
   
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• Web Media: Google Tech Talks: Terry Hird’s “Comparing American and Chinese Negotiation Styles”

  Link: Google Tech Talks: Terry Hird’s “Comparing American and Chinese Negotiation Styles” (Adobe Flash)
   
  Instructions: Please go to the webpage linked above, and view the video (49  minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in China.  You should dedicate approximately 1 hour to viewing and taking notes on this video.
   
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6.3.5 India  

• Web Media: Dr. Subodh Gupta’s “Negotiations in India: Indian Culture”

  Link: Dr. Subodh Gupta’s “Negotiations in India: Indian Culture” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (2  minutes), which gives an overview of culture and business etiquette issues one should be familiar with prior to engaging in negotiations in India.
   
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• Web Media: Dr. Subodh Gupta’s “Difference in Indian and Western Management Style: Indian Business Culture”

  Link: Dr. Subodh Gupta’s “Difference in Indian and Western Management Style: Indian Business Culture” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (2 minutes), which gives an overview of differences in management styles in India and Western countries. Viewing the video in this sub-subunit and taking notes should take less than 15 minutes to complete.
   
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6.4 Political and Legal Issues in International Negotiations  

• Reading: Negotiation Experts’ “Political Impact on Global Negotiations”

  Link:  Negotiation Experts’ “Political Impact on Global Negotiations” (HTML)
   
  Instructions: Please go to the webpage linked above, and read the case study, which describes the political considerations present in an international business transaction.  This reading and note-taking should be completed in approximately 20 minutes.
   
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• Web Media: IE Business School: Dr. David Bach’s “The Role of Politics in International Business”

  Link: IE Business School: Dr. David Bach’s “The Role of Politics in International Business” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (3  minutes), which explains how politics impacts international business transactions.
   
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6.4.1 Common Legal Issues That Arise in International Negotiations  

• Web Media: Slideshare: Jim Chester’s “Practicing Law in a Flat World: A Discussion of Common International Legal Issues”

  Link: Slideshare: Jim Chester’s “Practicing Law in a Flat World: A Discussion of Common International Legal Issues” (Adobe Flash)
   
  Instructions: Please go to the webpage linked above,  and view the presentation (15 slides), which gives an overview of legal issues that often arise during the course of international negotiations.  This presentation should take approximately 1 hour to complete.
   
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6.4.2 Foreign Currency Issues in International Negotiations  

• Reading: Negotiation Experts’ “Foreign Currency Agreement”

  Link:  Negotiation Experts’ “Foreign Currency Agreement” (HTML)
   
  Instructions: Please go to the webpage linked above, and read the case study, which describes the currency fluctuation issues present in an international business transaction.  This reading should be completed in approximately 15 minutes.
   
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6.4.3 International Trade Negotiations  

• Reading: Library of Economics and Liberty: Dr. Douglas A. Irwin’s “A Brief History of International Trade Policy”

  Link: Library of Economics and Liberty: Dr. Douglas A. Irwin’s “A Brief History of International Trade Policy” (HTML)
   
  Instructions: Please go to the webpage linked above, and read the article, which explains how trade policies and laws have developed in the West over the past four centuries.  This reading may be more challenging; keep in mind to re-read sections as necessary to help reinforce your understanding.  This reading and note-taking should be completed in approximately 2 hours.
   
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• Reading: The International Commercial Diplomacy Project: William W. Monning and Geza Feketekuty’s “International Trade Negotiations Training Manual”

  Link: The International Commercial Diplomacy Project: William W. Monning and Geza Feketekuty’s “International Trade Negotiations Training Manual” (HTML)
   
  Instructions: Please go to the webpage linked above,  and read Chapters I and II, which give an overview of issues that arise in international trade negotiations and strategies for dealing with them.  This reading and note-taking should take approximately 2 hours to complete.
   
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6.4.4 The Impact of Regulations of the World Trade Organization on International Negotiations  

• Web Media: World Trade Organization’s “Decision Making Process”

  Link: World Trade Organization’s “Decision Making Process” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (12  minutes), which explains the function of the WTO and how it makes regulations.
   
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• Web Media: Alliance of Liberals and Democrats for Europe’s “International Trade Agreements”

  Link: Alliance of Liberals and Democrats for Europe’s “International Trade Agreements” (YouTube)
   
  Instructions: Please go to the webpage linked above, and view the video (approximately 2 hours and 30 minutes), which is a panel discussion by experts, covering the role of social and environmental standards in international trade agreements.
   
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6.5 Bargaining Ethics  

• Reading: The Negotiator Magazine: Peter B. Stark and Jane Flaherty’s “Ethical Negotiations: 10 Tips to Ensure Win-Win Outcomes”

  Link: The Negotiator Magazine: Peter B. Stark and Jane Flaherty’s “Ethical Negotiations: 10 Tips to Ensure Win-Win Outcomes” (HTML)
   
  Instructions: Click on the link above, and read the entire webpage.  This article describes the role of ethics in negotiation and answers the question, “What is the difference between “legal” and “ethical?”  Most importantly, the author gives us 10 tips that “will ensure that you build all your negotiations on a foundation of ethics….”  These tips are appropriate whether negotiating with U.S. counterparts or parties of other cultures.
   
  This reading should take approximately 30 minutes to complete.
   
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Unit 6 Assessment  

• Assessment: The Saylor Foundation’s “Unit 6 Assessment”

  Link: The Saylor Foundation’s “Unit 6 Assessment”
   
  Instructions: Complete this assessment, which will test your understanding of the material in this unit. The correct answers will be displayed after you click “Submit.”
  
  Note: You must be logged into your Saylor Foundation School account in order to access this exam. If you do not yet have an account, you will be able to create one, free of charge, after clicking the link.

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Final Exam  

• Final Exam: The Saylor Foundation's BUS403 Final Exam

  Link: The Saylor Foundation's BUS403 PR Final Exam
  
  Instructions: You must be logged into your Saylor Foundation School account in order to access this exam.  If you do not yet have an account, you will be able to create one, free of charge, after clicking the link. 

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