Communication | Business communications » Negotiation and Conflict Management

Source: http://www.doksinet San Jose State University Lucas College and Graduate School of Business Negotiation and Conflict Management Business 149 Fall 2016 Dr. Ingerson m-c.ingerson@sjsuedu Course Description We negotiate every day -- with potential employers, classmates, coworkers, roommates, landlords, family, bosses, merchants, service providers, etc. Determining what price we will pay, the amount of our salary and compensation, what movie to watch, who will clean the kitchen all of these are negotiations. Although negotiations are a ubiquitous part of our everyday lives, many of us know little about the strategy and psychology of effective negotiations. Why are we successful and satisfied at times, while at other times we walk away feeling unsuccessful and frustrated by our inability to achieve the agreement we desire? Negotiation is the art and science of securing agreements between two or more parties who are interdependent and who are seeking to maximize their outcomes.

This course provides the opportunity to develop your negotiation skills in a series of real-life case simulations and intense interpersonal debriefings that engage a variety of bargaining processes in the contexts of deal making and dispute resolution. It is also designed to complement the technical and diagnostic skills learned in other courses at the best business schools. The course draws on negotiation research, behavioral business ethics, and applied social psychology to address a broad spectrum of negotiation challenges that are faced by individuals and managers. The art of interpersonal influence is also emphasizedbecause while a manager needs strong analytical skills to develop optimal solutions to problems, persuasion and negotiation skills are also critical if these solutions are to be accepted and implemented. Course Objectives After successfully completing this course, you will be able to recognize, analyze, articulate, and practically carry out multiple viable skillful

interventions to challenging negotiation situations that arise in business and management contexts. The best way to learn negotiation skills and actually internalize them is to negotiate in a setting where insight is offered, feedback is plentiful, personal reflection is encouraged, and careful analysis is required. As a result of this course, you will have the opportunity to:  Experience the negotiation process, learning how to evaluate the costs and benefits of alternative actions and how to develop a strategic plan to negotiate effectively.  Build confidence in your negotiation skills.  Identify negotiation opportunities and recognize when not to negotiate.  Improve your ability to understand and anticipate the behavior of others in negotiation settings. 1 Source: http://www.doksinet   Understand psychological principles that allow you to successfully influence others (even seemingly irrational, untrusting, or angry negotiators), maximize outcomes, and

strengthen relationships. Develop a toolkit of useful negotiation skills and strategies that will serve you for life in both personal and professional contexts. Your Objectives 1. Be prepared: Preparation is perhaps the greatest advantage a negotiator can capitalize on when approaching a negotiation. In addition, your classmates expect you to be fully prepared for each negotiation exercise. Train yourself to make preparation habitual and vigorous. While the class officially meets at scheduled course times, students will be expected to meet with other students outside of class to prepare for and execute certain negotiation exercises. Students should be prepared to stay a few minutes after class to arrange meetings with other classmates when necessary. 2. Be focused: The course will be largely experiential, providing you with the opportunity to negotiate in different settings, on different topics, with different people. The course is sequenced so that cumulative knowledge can be applied

and practiced. You are strongly encouraged to experiment with alternative styles in this “safe” environment. The classroom is a place where you can lose a million dollars and in retrospect be happy because you will never forget that lesson! Recognize your strengths and weaknesses and track your individual progress over the semester. 3. Be involved: We will debrief every negotiation in class You are expected to actively participate in these class discussions. Your negotiated agreements will be posted so the entire class can analyze the relationship between different negotiation strategies and outcomes and learn from everyone’s experience. Prerequisites Course prerequisites are completion of all SJSU core general education requirements, passage of the writing skills test (WST), and completion of Business/Philosophy 186. Time and Location This class will meet on Fridays from 12:30 PM – 03:15 PM in BBC 302 on SJSU’s Main Campus. My office hours are from 01:00 PM - 02:30 PM in BT

654 on Wednesdays and by appointment. Course Texts To be announced in class each week. Academic Integrity This is a course on negotiation and conflict management. That means that there will be multiple sensitive issues that will be dealt with this semester. As such, students will be expected to adhere to the highest ethical standards and to comply at all times with the university’s policy on academic integrity, available online at: http://www.sjsuedu/senate/S07-2pdf 2 Source: http://www.doksinet As such, and due to the multiple proprietary interests of this experiential learning class, there is to be no filming, recording, photographing, photocopying, or sharing of the course content in any way. Any infraction whatsoever of these terms without the express written, signed, and witnessed consent of the professor will result in any or all of the following: being given an F for the class, being dropped from the management major (or your respective major), being expelled from the

College of Business (or your respective College if you are not a business student), being disqualified from enrolling in and attending classes at the University, and/or being civilly and/or criminally charged and legally prosecuted for any and all infringements and torts. Compliance with the ADA If you need course adaptations or classroom accommodations because of a disability, or if you need to make special arrangements relating to a disability, then please make an appointment with the professor as soon as possible or see me during my office hours. Presidential Directive 97-03 requires that students with disabilities requesting accommodations register with the DRC (Disability Resource Center) to establish a record of their disability. Classroom Protocols Please show respect for yourself, me, and your fellow students by: 1. Coming to class on time Do not be late 2. Turning your cell phone completely off prior to class beginning 3. Using your phone, computer, tablet, or any other

electronic devices only as permitted by the professor. 4. Refraining from speaking unless you are addressing the professor, taking part in negotiation cases, or participating in group discussions. 5. Making it a point to respectfully include everyone in team, group, and class interactions 6. Keep the Negotiation Case Honor Code Negotiation Case Honor Code  You are expected to be prepared and on time for all negotiation exercises.  You are expected to participate actively in class discussions.  You may not show your confidential role information to others before or during the negotiation, though you may tell others what you desire from the negotiation. Never assume role materials are identical even if a classmate is playing the same role, and do not discuss them with anyone else, unless you are told that you can share information and strategize together. When you have completed a simulation, please do not reveal your information to the other party before returning to the

classroom.  You may use any strategy, short of physical violence, to reach agreement. However, in selecting a negotiation strategy it is important to remember that a strategy may have ramifications that go beyond the particular negotiation in which it was used.  No false facts. You may not make up facts that materially change the power distribution of the exercise, e.g, your family just bought the company with which you are currently negotiating If you are asked a question that calls for information that is not in your confidential instructions, you may say, “I don’t know.”  Material used in this class including but not limited to handouts, exercises, cases, discussion questions, charts, and graphs are copyrighted and may not be used for purposes other than the education experience of this class without the written consent of the instructor.  It is not appropriate to borrow notes, discuss cases, or share exams with people outside of class.  Class discussion stays

in class. 3 Source: http://www.doksinet Breaking any of these aforementioned protocols will result in penalties ranging from participation point deductions up to 1/14th of your total letter grade per infraction, being asked to leave the class session, being reported to the SJSU Student Advisement Center and Lucas College of Business for further discipline, as well as any other class, college, and university penalties deemed to fit the situation. Simply put, please be respectful and keep the rules Grading Your grade in this course will be based on the following: Active Participation Negotiation Case Documents Negotiation Journal Final Exam TOTAL 400 points possible 100 points possible 400 points possible 100 points possible 1000 points possible Grade Distribution A+ 970-1000 A 940-969 A- 900-939 B+ 870-899 C+ 770-799 D+ 670-699 B 840-869 C 740-769 D 640-669 B- 800-839 C- 700-739 D- 600-639 F 000-599 COURSE LEARNING ACTIVITIES We will work to fulfill the objectives of the course

in the following ways: Participation As this is a highly experiential course, you are expected to participate in all classes and take on a role in every negotiation. It is imperative that you arrive early and at the latest on time and stay for the entire class session. If you have an unavoidable conflict, please do not disturb the class by arriving late, leaving early, or asking to have information you missed repeated during the class. Because this course will be highly experiential, active participation is critical to your learning. Hence, your consistent active participation is essential for long-term success in this course. Thus, students have a responsibility to be fully present, ask thoughtful questions of clarification to enhance the learning of their peers, share well-reasoned insights, interact respectfully, energetically, and helpfully with their peers, write personalized and meaningful responses to inand out-of-class assignments, and be creative and individual in your weekly

journal entries. Aside from its immediate impact on your grade for the class, this skill of active participation is crucial in your movement from passively letting life happen to you to actively owning your own life. Once you own your life, then you can move from being led to leading As in any other domain, business is no different; that is, the best leaders are ethical leaders who negotiate well. And ethical leadership consists of the art and science of managing up, across, and down with 4 Source: http://www.doksinet wisdom and excellence, savvy and ethical courage, which can only be developed through active participation and engagement. Each and every student will be evaluated in their participation by the professor based on his subjective personal observations of you objective record of your participation. As such, you are expected to be actively engaged in every class session and in your individual journaling assignments between every class session. As such, it should be

obvious that you have to be here in order to participate in the manner described above. As a sidebar, there will be no makeup allowed for any class participation missed unless it is for university excused reasons and where you have provided the professor sufficient written evidence at least one week in advance for non-emergencies or contacted the professor via email at least one week in advance of missing the class period in the event of an emergency. To reiterate, if you must miss a class, please notify me via e-mail at least a full week (7 calendar days) in advance. In case of an unforeseen university excusable EMERGENCY, then please email me with the word “emergency” in the subject line. Failure to contact me before an absence and validate your claims with sufficient evidence will result in a letter drop of your grade (e.g A to B) for the course. This strict policy regarding notification and validation of missed participation is necessary because I must arrange logistics and

pairings in advance. Your classmates rely on your being here for their educational experience if you do not show up for a negotiation, they have no partner to negotiate with. Also, if you ever need to email the professor, make sure to include the following in the subject line “Business 149 Important” and allow for at least 48 hours in order to receive a response. If you don’t receive a response after 48 hours, then simply resend the initial email. Once you have received a response from the professor make sure to write a simple confirmation return email acknowledging that you have received the response. If the above sounds intense, then realize that today’s workplace is even more intense. And if you take your academic commitments seriously then you will likely do well both in this class and in your present and future work life. Thus, it should be clear that this negotiations course is not a class that is learned only from texts and tests. Instead, it is an ethics course that is

based on lived experience -- your experiences, your fellow students’ experiences, my experiences, and our experiences together as a group this semester. Pushing further, I devote the majority of our classroom time to Socratic discussion and interactive case exercises with you and your classmates. Consequently, the use of any modern computerized technology in class is non-essential. Rather, I find that looking at your smart phone or laptop screen materially inhibits the likelihood that you will contribute meaningfully to class discussions, and it becomes distracting to myself and other students. For these reasons, I have a no electronics policy for my class unless I instruct you otherwise. In other words, I’ll let you know if it’s OK to use your smart phones or laptops. Otherwise, please do not use 5 Source: http://www.doksinet computers (or any other electronic devices) during class time. If you wish to take notes during class, please do so the old-fashioned way – that is,

by using a pencil or pen and paper. Because negotiation exercises are critical to the learning process in this course, you should be at every class. You should try your hardest to get the best possible outcome for yourself or group You are not graded on the outcomes of your negotiations, but rather on the quality of your preparation prior to the negotiation and your participation in post-negotiation discussions. Your participation in class discussion will be evaluated according to the quality of your contributions and insights. You are expected to be prepared for class and to actively participate in all class discussions and negotiation debriefs (I will always let you know the topic of discussion in advance so that you can be prepared to contribute). After each negotiation exercise, a debriefing session will include sharing information about results, sharing information about strategies attempted, and sharing reactions to the process. Quality comments possess one or more of the

following properties:     Link relevant concepts to current events and "real-world" experiences Build on a classmate's comment or move the discussion and analysis forward Transcend the “I feel” syndrome (i.e, include evidence or logic, demonstrate recognition of basic concepts, and integrate these with reflective thinkingexplain why you think certain reactions/outcomes occur) Offer a unique, but relevant, perspective based upon analysis and theory (not intuition or casual observation) Negotiation Case Documents Because negotiation case exercises are critical to the learning process in this course, you should be fully prepared for every negotiation. The best way to be prepared for any negotiation is to compose a written planning document that delineates your goals, reservation prices, BATNA, the other parties pertinent disclosed information, and your creative strategies. All negotiation documents will be graded using a +//- system. Late documents will

not be accepted since that does not accomplish the goal of coming to your negotiation prepared. Negotiation Journal Purchase a new Mead Composition Book, Wide Ruled, 9.75 x 750 Inch Sheet Size, Black Marble, Bookbound, 100 Sheets (09932). We need to understand that with power comes responsibility. Therefore, with any increase in power comes a proportionate increase in responsibility. This is especially true in business Thus, if our education in business is not helping us to improve our ability to create value and engage in trade in an ethical and effective manner, then we have failed. In other words, education in business, including in negotiation and conflict management, should encourage persons who can live and lead as good examples of character and integrity. This type of business leader character development in negotiations doesn’t just happen. It requires meaningful and decisive engagement on the subject matter in an active setting. Therefore, real preparation for class (and

authentic reflection on the topics we engage with in 6 Source: http://www.doksinet class) is critical to deriving any significant benefits from the class. Thus, in the same way that you are the author of your life, you will be writing your own textbook for this course. That textbook we are calling your negotiation journal. In your negotiation journal you should neatly log and arrange all assignments chronologically; and include all of your class notes, in class assignments, negotiation planning documents, case role materials, and at home writing assignments as well as any additional personal writing you wish to include. Every day of class should be accompanied by two pages of illustration. By illustrations I mean you are going to creatively fill those two pages with drawings, paintings, and pictures from modern media (newspapers, magazines, internet, etc.) that exemplify the topics that we work through within each case. Your journal will be graded not only on the completeness and

accuracy of the assigned content, but on the overall effort put into making your journal authentic, artistic, personalized, and presentable. Again, remember that your writing and illustrations should adhere to the following critical ratio: for one case there should always be two pages of illustrations. Additionally, in this same journal you should take the initiative to write and share insightful personal reflections on the topics and assignments we cover in each class session between the sessions, including implementation of such negotiation skills in your current work, family, extracurricular clubs, recreational hobbies, church, volunteer, etc. settings With each of these personal reflection there should be one page of illustrations for every page of writing. Further description and assignments for your negotiation journal will be given each session in class only. The final version of your negotiation journal is due in class (at the beginning of class) on Friday 12/02. No late

journals will be accepted Final The Final Exam will be held in class. Further details regarding the content of the final will be announced in class only during the summary and review class session. 7 Source: http://www.doksinet TENTATIVE COURSE SCHEDULE Unit Date Core Topic Case/Debrief Assignments Due at the Beginning of Class Who Are We F 08/26 Introduction Syllabus None How We Think and Feel: Negotiation Basics F 09/02 Distributive Negotiation SB Case F 09/09 Integrative Negotiation BB Case F 09/16 NR Case F 09/30 Distributive, Integrative, and Compatible Negotiation, Part I Distributive, Integrative, and Compatible Negotiation, Part II Creative Negotiation F 10/07 Agent-Representative Negotiation BH Case MID-TERM F 10/14 MID-TERM IN CLASS None How We Behave: Advanced Negotiation F 10/21 Online Negotiation Surprise Case Week One Writing in Journal Week Two Writing in Journal Week Three Writing in Journal Week Four Writing in Journal Week Five

Writing in Journal Week Six Writing in Journal Mid-Semester Negotiation Journal Due None F 10/28 Dispute Resolution Negotiation V Case F 11/04 T Case F 11/11 Alternative Dispute Resolution Negotiation Multi-Party Negotiation H Case F 11/18 Leadership & Negotiation, Part I K Case F 11/25 None. F 12/02 THANKSGIVING BREAK – No Class. Leadership & Negotiation, Part II Week Seven Writing in Journal Week Eight Writing in Journal Week Nine Writing in Journal Week Ten Writing in Journal None. Watch Negotiation Documentary Final Negotiation Journal Due F 12/09 Summary and In-Class Review. Review Sheet None T 12/20 FINAL EXAM IN CLASS Sec 01 1215 – 1430 TBA Summary and Review FINAL EXAM F 09/23 8 NC Case T Case