NEGOTIATION & DISPUTE RESOLUTION

Transcription

1 MANT343(2012): NEGOTIATION &DISPUTERESOLUTION It is important that you read this document closely. It represents the contract between us for your participation in the course. You should keep it handy and consult it first for any questions you have. Ian McAndrew Office: Commerce 8.09; Office: ; Otherwise: Office hours: Mondays 9.30 am pm or by appointment or chance Objectives: This course is designed to enable you to develop a greater understanding of negotiation theory and practice, to begin to develop negotiation skills, and to develop an introductory appreciation of dispute resolution techniques, especially mediation. And to have fun doing it! The key to having fun is to do the work at an honest level and participate fully & unself-consciously. Just be yourself and get stuck in. Content: The course begins with a brief introduction to some theories and models of negotiation and then focuses at some length on strategic and tactical approaches to negotiation, before finishing with a brief consideration of alternative dispute resolution techniques that may be applicable if sadly negotiations do not lead to an agreement. Approach: The course is largely an experiential course you learn by doing, and then reflecting on what you ve done. We lay out a negotiation model to guide you. We talk about bargaining strategies and tactics. We encourage you to develop your personal philosophy or approach to negotiations. But the core of the course is you negotiating with colleagues in a series of increasingly demanding cases, and having the opportunity to reflect on what and how you did, with the guidance of someone who knows a bit about it. This course outline is your new best friend. It knows everything about the MANT 343 course. You must become intimately familiar with it if you hope to pass the course. Never let it out of your sight. Take it everywhere. Do everything it says, how it says to do it, & when it says to do it.

2 We will start with small exercises and build to a major negotiation exercise. The negotiation exercises will cover a range of contexts so as to generalize what you are learning. The smaller exercises will be tutorial-linked, but will require some time outside scheduled tutorial hours. The major exercise will require a good deal of time outside normal class and tutorial times, and lectures and tutorials are suspended while the major negotiation exercise is conducted. The schedule: The course schedule covers 14 weeks, including the one week Easter break. Classes: Classes are scheduled 2.00 to 3.50 pm on Mondays except during Easter week [week 7; April 9] and weeks 10, 11 & 12. This latter period (effectively April 23 [following Class 8] through Friday, May 18, the deadline for agreement) will be devoted to the major negotiation simulation exercise that is a central component of the course. Active participation is essential to success in this course, so your attendance at classes is expected as a part of your commitment to the course. Text: The text for the course is Roy J. Lewicki, David M. Saunders & Bruce Barry, Negotiation [McGraw-Hill Irwin], currently in its 6 th edition. It is fully examinable in the final exam, and it is important that you keep up with the reading. It is available at the UBS and Volume One. For some reason, it comes in two versions, the American version (left) and the international version (right). Other than the cover, they are exactly the same. Likewise, the 6 th editions (far right and left) seem pretty much the same as the 5 th editions, and indeed the 4 th editions as well (except, of course, for the price). The references in the course outline are to the 6 th edition, but you will do just as well using the corresponding chapters in the earlier editions. It is a good practical book, albeit with a particular bias, that you may find valuable beyond this course, and I would recommend that you buy a copy if you are reasonably able, and especially if you expect to have a 2

3 continuing interest in negotiations. It is expensive if purchased new, but is likely to be used for this course for the next several years, so should be resalable. I will put as many copies as I can on reserve in the library, either 5 th or 6 th edition, for those who find the price tag a bit expensive. One way or another, you should keep up with readings from the text. It is not a difficult book to read. It represents a different point of view about negotiations than you will get from me, so it is important that you read it for both knowledge and obtaining a balance of perspectives. Other reading: there are many other books on negotiation that you can find for yourself, although I am happy to make suggestions. One that I would recommend as a general primer on negotiations that incorporates theory, research and practice is Deborah Kolb & Judith Williams, Everyday Negotiation. It was previously published as The Shadow Negotiation, and either version is a good read. Negotiation is something that will be a part of every day of the rest of your life, and probably central to your career, so it is worth investing some time and effort into learning how to do it most effectively. So do some reading. Now here is a central question that I want you to think about. Almost all books written (including the Lewicki text) and courses taught on negotiation (or bargaining we use the terms interchangeably) promote what is known as interest based negotiation, sometimes called principled negotiation, mutual gains bargaining, and win-win negotiations. This approach to negotiations has become the orthodox and almost universally promoted approach since the publication of Fisher & Ury s book Getting to Yes in 1981, and the establishment of the Harvard University Program on Negotiation. It advocates an open and collaborative approach to negotiations as always being both the most effective and a morally superior approach, and teaches strategies and techniques appropriate to that approach. Lewicki and his colleagues come out of that school of thought. The alternative view, at the extreme anyway, is that you achieve nothing in negotiations by being reasonable; and nor is being reasonable a constitutionally appropriate approach if you are involved in negotiations as an agent for a constituency or a client. 3

4 My own view (which you don t have to accept) is that, while you should appreciate the opportunities often available through collaboration with negotiating partners, to prosper in the real world you also need to know how to negotiate competitively, sometimes even combatively, and you need to know when and how to use each approach. This is the key philosophical or even ethical issue (albeit with practical implications) that you will need to think about and reach your own conclusions on during the course of the semester, and we will spend some lecture and tutorial time considering it. For a strongly and articulately stated view opposed to the prevailing Getting to Yes orthodoxy, I would suggest that you read Jim Camp s Start with NO. Both Getting to Yes and Start with No are short and easy to read. A lot of the issues in the competitive versus interest based or integrative bargaining debate are covered in a long but readable and very useful paper, A primer on competitive bargaining by Gary Goodpaster, published in the Journal of Dispute Resolution in It is available to you on Blackboard, and I would urge you to read it early on in the semester if you get a chance. It is not required reading, as such, just suggested for those who really want to get a handle on negotiation. All of the books mentioned above will be on reserve in the library and limited copies will be available from the book shops. If necessary, you can borrow any of the supplementary books (but not the text) from me for short periods during the semester. I would urge you to find some time to spend with them, but again they are not required reading or examinable. I only have limited copies, so don t borrow them just to impress me. Tutorials: Tutorials are scheduled on Tuesdays and Wednesdays in week 3 (March 13 & 14), week 4 (March 20 & 21), week 5 (March 27 & 28), and 4

5 week 6 (April 3 & 4). The available times are Tuesdays 4.00 to 5.50, Wednesdays to 12.50, or Wednesdays 4.00 to You will be streamed automatically into a tutorial. Initial team meetings for the major simulation exercise will be scheduled as, or in lieu of, tutorials in week 8 (April 17 & 18). This last meeting may be rescheduled from the usual tutorial times depending on the makeup of the teams. If rescheduling of tutorials for this week is necessary, the 2 hours immediately preceding the lecture (Monday to 2.00 pm) or following the lecture (Monday 4.00 to 6.00 pm) on either April 16 or April 23 might be suitable time slots. Tutorials are deliberately kept small for your maximum involvement and enjoyment. All tutorials are held in Commerce Room Again, this is a course that cannot succeed without your active participation, so attendance at all tutorials is expected as part of your commitment to the course. Assignments and papers for some negotiation exercises will be distributed at tutorials; you need to be there to participate, and you forfeit your entitlement to participate if you are not there, but yet still breathing elsewhere. You can also expect to be asked to prepare and take a leading role in one or two issue discussions in tutorials. When these opportunities arise, it is always better to volunteer and be involved than to be picked by me anyway, or worse still miss out and just be a spectator. You will find that being involved in these discussions is useful preparation for the final exam. Negotiation on YouTube: there are lots of negotiation clips on YouTube, some funny, some serious, many instructive. Each student should find one of under 5 minutes length, note how and where to find it, and be ready to play it if called upon in a tutorial or even a lecture, together with drawing out the lesson of the clip in a brief commentary after the broadcast. In reality, funny things often happen in negotiations, so don t shy away from the funny or absurd. As long as there is a lesson of sorts. If yours gets played by someone else before you get your chance, you will need to find another one. Each team participating in the major negotiation simulation exercise is invited and encouraged to schedule a one hour debriefing session with me after completion of the exercise to analyze the negotiation experience and draw out the lessons to be learned from the exercise. Otherwise, following the completion of this exercise, your only attendance obligations will be the final two lectures of the course and the final exam. 5

6 Important note: Your full participation in the successful completion of the major negotiation exercise, Ponderosa County, (including the reaching of a full written and signed agreement by the deadline of 6.00 pm on Friday, May 18, 2012) is required to satisfy terms and to sit the final exam. Substitutes for this project are not available. If you anticipate any difficulty in participating fully in this exercise because of other commitments or interests, you should not take this course. HOW TO BE A GREAT NEGOTIATOR: there are many secrets to being a great negotiator, and we will try to cover them all. The first is this no matter how hard you need to be in dealing with others, always do so with a touch of style, humour and good manners. There can be lots of effective negotiating styles, from genteel to brutal, and many different types of humour, from refined to bawdy. But good manners are just good manners. An effective negotiator will always be respected, may sometimes even be feared, but would never be disliked for disrespecting others. While a burning desire to be liked is not always compatible with being an effective negotiator, it is better to be someone who people want to make agreements with. While substance is critical, style is also important. One indication of good manners that I would appreciate is ALWAYS TURNING YOUR CELL PHONE OFF DURING CLASSES AND TUTORIALS, AND WHEN YOU VISIT MY OFFICE. Apart from manners, research at a leading university confirms that texting or skyping during classes is usually practiced only by the desperately dateless. And that s not a look or a reputation that you want to have, or that you want me to point out to others. Almost nothing that you need to know about happens outside of the classroom during the 2 hours we spend together. Assessment: Assessment is based on the major negotiation simulation exercise (40% consisting of 30% for your involvement in the exercise and 10% for your individual reflective journal), 25% for tutorial-based negotiation exercises, and a two hour final examination (35%). Because so much of the assessment is necessarily group-based, although largely individually assessed, the final exam is crucial. So, the final examination is compulsory, and all aspects of the course including the text, lecture materials, and tutorial learnings are examinable. 6

7 Please note that if you fail to achieve a mark of 50% or better in the final exam, you will have no entitlement to a passing grade in the course. Blackboard: I expect to use Blackboard fairly extensively for communications and assignments, and you should check there regularly. I may also to your student account on occasion, so please check there regularly or forward to your preferred account. Please note that from hotmail and similar services sometimes gets caught by the university s very effective spam catchers and the sender is not always notified. At other times, hotmail and similar services block s from university accounts for short periods. If you need to me and you are certainly welcome to do so it is best to do so from your student account. You are also welcome to text me if you need to, provided that you identify yourself in your text message. The following pages describe the various assessed negotiation cases in which you will be asked to participate. Case #1: the major negotiation simulation exercise: (Ponderosa County) is an extensive team negotiation exercise in a labour relations context. Each participant will receive a mark based on his or her participation in the exercise. That mark will be out of 30% of your grade and will be influenced by peer evaluation by all participants in the exercise, though subject to final determination by me. The specified criteria for the peer evaluation will include the amount of effort put into preparation for the exercise, conscientiousness in carrying out the exercise, ability to think about and understand the issues, understanding of tactical considerations, and overall contribution to team performance. Simulation Journal: In addition, each person will be required to individually submit a reflective negotiation journal containing: (1) a date and time log of the team meetings and of the negotiation meetings with the other party, including a summary of each meeting, which ought not to exceed two sentences per meeting, of what occurred at the meeting and of any particular significance that the meeting had on the course of negotiations; (2) a summary, which ought not to exceed two pages, of the team s strategic approach to the negotiations, reflecting on how the strategic 7

8 approach might have changed during the course of the negotiations and what factors or events influenced any such change in strategy; (3) a summary of not more than two pages setting out the team s target and resistance points at the outset of negotiations; (4) a reflective assessment, in not more than one page, of the key meetings and events in the negotiations; (5) an assessment, in not more than one page, of the final outcome from the team s perspective, including an assessment of the team s handling of the negotiations process; and (6) in not more than one page, a description of your role in the team and in the negotiations, and a self-assessment of what you think that you did well, what you might do differently or better next time, and what, if anything, you learned from the exercise. You will obviously want to discuss matters of targets and strategies and the like with others on your team throughout the negotiations, so it is accepted that much of the substance related to what goes in your journal will have been discussed, and even agreed, with team mates. However, the composition and writing of your journal must be done individually, and it is expected that students will abide by the University policy on plagiarism. You can find that policy at this address: Any wickedness along these lines will be punished severely, and with considerable relish. You should be aware that all assignments for Management courses may be put through Safe Assign. This programme indicates what seems totally original and what may have been cut and pasted from the internet, from published stuff like journal articles, from other students essays and assignments (from your class and worldwide), and even stuff just said on TV by Kyle or the Kardashians or whoever. So don t do it! Point (3) above should be handled early on, point (1) should be updated in your files after each meeting, while the other points will need to be completed towards the end of the exercise, though you may want to take file notes for them as you work your way through the negotiations. The keeping of a journal is an important learning tool. A journal is required from each student individually, and these will be marked out of 10 points. 8

9 It will be helpful to bring a draft of your journal to the team debriefing session following the negotiations, as an aid to the debriefing exercise. The final draft of your journal must be submitted for marking not later than 2.05 pm Monday, May 28, Tutorial based negotiation exercises: in addition to the major negotiation simulation exercise (Ponderosa County), and in preparation for it, there are four tutorial-based negotiation exercises. These are marked, and together they account for 25% of your grade. All but one of these are group assignments, and these may again be subject to a peerevaluation component to discourage free loading. The tutorial based negotiation exercises generally involve assigned roles and the distribution of instructions and documents confidential to the assigned roles. It is your responsibility to ensure the confidentiality of the distributed documents, to refrain from breaching any of the confidences, to refrain from collaborating with other students assigned the same or similar roles, except as such collaboration is specifically authorized, and to refrain from discussing the progress of your exercise with students involved in other groups. A breach of these obligations may result in disqualification from marks for the particular assignment. To protect the integrity of the exercises for possible use in future years, please ensure that you return or destroy all case documents following the final conclusion of each exercise. You are, however, free to mark, make notes on, and otherwise fully use the documents distributed to you. Case #2: is a short, two-party negotiation exercise. Students attending the first tutorial (March 13 & 14) will be paired up and materials distributed to them. Negotiations are to be concluded and a signed, written agreement brought to the second tutorial (March 20 & 21) where there will be an opportunity to debrief. Provided a signed, written agreement is presented at the commencement of the second tutorial, marks out of 5 will be awarded to each student based on the quality of the agreement reached for the party represented. It is not mandatory that an agreement be reached for this case, but no marks are available for the case if no agreement is reached. Case #3: is a multi-party negotiation involving the need for five managers, each with their own interests and concerns, to attempt to come to an agreement on four internal management issues in the context of a convened management meeting. Students attending the second tutorial (March 20 & 21) will be assigned to roles and materials will be 9

10 distributed to them. Some time will be allotted during the third tutorial (March 27 & 28) for discussion among students assigned to the same roles, for the purpose of sharing ideas on interests and strategies. Thereafter, the negotiations, in convened meetings and perhaps private discussions among participants, will be conducted outside of tutorial times, with fully signed agreements to be presented at the commencement of Class 8 (April 23), where there will be an opportunity to briefly debrief. Provided a signed, written agreement is submitted, marks out of 10 will be awarded to each student based on the quality of the agreement reached for the party he or she has represented. Again, it is not mandatory that an agreement be reached for this case, but no marks are available for the case unless an agreement endorsed by at least 4 of the 5 parties (and much preferably all 5 parties) is reached. You can expect that marks will be significantly lower all around (the base for marking will be halved to 5 ) if only 4 parties agree to the deal. Please note that in this particular case, any agreement must be based on the options detailed for each issue in the case materials. It is not permissible to modify the options in order to reach a compromise agreement. Case #4: is a multi-role, but essentially two-party negotiation. It involves both intra-organisational negotiations and negotiations across the table. Students attending the third tutorial (March 27 & 28) will be assigned to roles and have materials distributed to them. Some tutorial time will be made available for preparation and discussions internal to each side of this dispute. Some further preparation, and perhaps the negotiation of some ground rules, may be necessary prior to the fourth tutorial (April 3 & 4). The fourth tutorial will be devoted to negotiation of the issues, hopefully concluding with a signed written agreement on all points. Negotiations can continue, if necessary, following the tutorial, but a signed agreement is to be presented not later than 2.05 pm on Monday, April 16 th. Each participant will also be required to submit a brief journal record of the negotiations by 5.00 pm on Friday, April 20 th. This should be structured along the lines of the journal for Case #1, but should not exceed two pages. 10

11 Provided a written agreement signed by all participants and individual journals are submitted, marks out of 10 will be awarded to each student based on the quality of the agreement reached for the individual and group parties represented and the individual journal submitted, perhaps informed also by peer evaluation. Again, it is not mandatory that an agreement be reached for this case, but no marks are available for the case unless an agreement endorsed by all participants is reached. Case #5: will be played by all students attending the first tutorial (March 13 & 14). It is a prisoner s dilemma type game where the sole objective is to maximize your own results with complete indifference to how other participants fare. Strategic issues revolve around how you relate to other players whether you seek to collaborate with others in a negotiated strategy, or simply try competitively to take advantage of other players. That is entirely your call. No value judgments are made (not by me, anyway) other than the value of your personal score. None of the basic 100 points that count towards your grade are at stake in this early exercise. However, 2 bonus points will be awarded to the class member (plus ties) who scores the highest number of points. Time permitting, we may run a practice round in the first or second lecture. Case materials: Case materials will be made available as needed, in hard copy for individual role instructions for the smaller cases, on Blackboard for the major Ponderosa County exercise and general instructions for the smaller cases. Additional readings will also be posted on Blackboard. Because it is a relatively complex case extending over a considerable period of time, and involving extensive written materials, the documents for the Ponderosa County exercise will be made available to you in hard copy, in addition to being available electronically. Case debriefing: Negotiation is best learned experientially, which is why we do a number of cases. Part of the learning comes from preparation, carrying out the exercises, and personal reflection (including techniques like journals). The other part of the learning comes from debriefing. We don t have the time to always schedule debriefings in an ideal manner. If your team in any exercise wants further debriefing, you are most welcome to schedule an appointment with me for that purpose. Involvement: It is worth reiterating that negotiations and dispute resolution are largely spoken activities. Your active oral participation in the course is required. If you are hesitant about participating actively, or you experience any difficulties with this, you should talk to me about it early in the semester so that we can devise some strategies for your 11

12 effective participation. People who are shy have some disadvantages in negotiation, as in most forms of conversation. However, they also have some distinct advantages, the most obvious one being that they tend to be more practiced and capable listeners. The keys for anyone are to protect apparent weaknesses, fully utilize your strengths, be able to recognize both, and develop strategies to manage your interaction with others. Whatever your personality, your objective should be to become actively involved in the course, test yourself, take some risks in what is a pretty safe environment, and ultimately enjoy the learning. Many people have doubts about how they are perceived by others in interactive situations. My advice is that it doesn t matter, so don t worry about it. You re here to learn, and if you are going to make mistakes, it is far better to do it here and now than next year when you are negotiating for your first salary, or negotiating multi-million dollar contracts for your new employer, or negotiating the pre-nup with your first husband or wife. Feedback: You must feel free to approach me if you feel that you are not keeping up, not understanding something (or anything), not participating as fully or as comfortably as you would like, or you simply want to talk about my perception of how you are doing or your perception of how you are doing, or both. An outline of topics and reading assignments begins on the next page, followed by a handy dandy summary of the schedule and expectations at the back of the document. Outline of Topics and Reading Assignments: Week 1 Class 1: Feb27: Reading: Introduction to the course & basic negotiation model Lewicki Ch 1: The nature of negotiation This course outline 12

13 Week 2 Class 2: Mar5: Reading: Integrative bargaining Lewicki Ch 3: Strategy & tactics of integrative bargaining Fisher & Ury, Ch 1: Don t bargain over positions White: The pros and cons of Getting to Yes Week 3 Class 3: Mar12: Reading: Distributive bargaining Lewicki Ch 2: Strategy & tactics of distributive bargaining Camp, Introduction: Win-Win will kill your deal McCarthy: The role of power & principle in Getting to Yes Tut 1: Mar13 &14: Week 4 Negotiation case: Case #5 For discussion: Tutorial topic #1 For distribution: Case #2 For assignment: Tutorial topic #2 Class 4: Mar19: Readings: Negotiation strategies & tactics #1: preparation Lewicki et al. Ch 4: Negotiation strategy & planning Lewicki et al. Ch 13: Multiple parties & teams Lewicki et al. Ch 12: Coalitions Tut 2: Mar20&21: Results & debrief: Case #2 For distribution: Case#3 For discussion: Tutorial topic #2 For assignment: Tutorial topic #3 13

14 Week 5 Class 5: Mar26: Readings: Negotiation strategies & tactics #2: conventions, processes, emotions Lewicki et al. Ch 5: Perception, cognition & emotion Lewicki et al. Ch 6: Communication Tut 3: Mar27&28: Case preparation: Case #3 ( same role group discussions) For discussion: Tutorial topic #3 For distribution: Case #4 Case preparation: Case #4 (team discussions) Week 6 Class 6: Apr2: Readings: Negotiation strategies & tactics #3: leverage & persuasion Lewicki et al. Ch 7: Finding & using negotiation power Lewicki et al. Ch 8: Influence Tut 4: Apr3&4: Negotiation: Case #4 Week 7 Happy Easter: mid-semester break (No MANT 343 class or tutes this week) 14

15 Week 8 Class 7: Apr16: Readings: Negotiation strategies & tactics #4: relationships across & behind the table Lewicki et al. Ch 10: Relationships in Negotiation Lewicki et al. Ch 11: Agents, constituencies, etc Tut 5: Apr17&18: Team meetings for Case #1: Ponderosa County Week 9 Class 8: Apr23: Reading: Impasses, mediation, & dispute resolution Lewicki et al. Ch 17: Managing negotiation impasses Lewicki et al. Ch 18: Managing difficult negotiations Debrief: Case #3 Weeks 10, 11 & 12 April 23 through May 18: major negotiation simulation exercise Notes: Preparatory team meetings and negotiation sessions as required and scheduled. No lectures or tutorial sessions will be held during this period. I would expect to meet with each team at least once, or probably twice (more if you need it) during the preparation phase. These meetings should be held in my office. In your first meeting with me, I would expect you to recite your initial thinking on the substance of each of the issues likely to come up for negotiation, as well as your strategic approach to each issue, and overall. You should allow a full 2 hours for this meeting, and all team members should be present. It should ideally be before you take the Easter break. A second or further meetings with me would be only for the purpose of refining your positions and thinking, and would be unlikely to exceed one hour. You will not be able to meet with me once substantive negotiations have begun with the other team. 15

16 Initially, teams should (1) develop a detailed list of the issues and sub-issues in dispute and (2) assign individual responsibility to team members for each of the issues [ie. for researching the issue, understanding your interest in the issue, formulating positions, understanding the reasons and data behind the positions, understanding the flexibility (if any) in positions including the limits of flexibility, thinking through and anticipating the interests and likely positions of the other team, and taking primary responsibility for advocacy on the issue in negotiations]. It will be necessary to appoint a team coordinator, to exchange contact info, and to advise me of the coordinator and how to reach her/him. The assignment deadline: The reaching of an agreement between the teams is absolutely essential to passing the course. The deadline for providing me with an agreement signed by both teams is 6.00 pm on Friday, May 18, Failing this, please try again next year. Week 13 Class 9: May21: Reading: Case #1 Debrief & mediator functions & strategies Lewicki et al. Ch 19: Third-party approaches to managing difficult negotiations Week 14 Class 10: May28: Strategies & tactics in mediation & course review Readings: Lewicki et al. Ch 20: Best practices in negotiations 16

17 Here is a handy summary of the schedule of events and expectations: When Week 1: Week 2: Week 3: Week 4: Week 5: Week 6: Lecture Lecture1: Monday Feb27 th Lecture2: Monday March5 th Lecture3: Monday March12 th Lecture4: Monday March19 th Lecture5: Monday March26 th Lecture6: Monday April2 nd Whatit sallabout Anintroductiontothe course&toabasic modelofnegotiationor bargaining Integrativeor interest based orwinwin bargaining 17 Tutorials Notutorials thisweek Notutorials thisweek either Tutorial#1: Distributiveor Tues&Wed competitivebargaining Mar13 th &14 th COM4.31 Negotiationstrategies& tactics#1:howyou preparefornegotiations Negotiationstrategies& tactics#2:bargaining conventions& processes,andtherole ofemotions Negotiationstrategies& tactics#3:buildingand usingleverage& persuasionin negotiations Tutorial#2: Tues&Wed Mar20 th &21 st COM4.31 Tutorial#3: Tues&Wed Mar27 th &28 th COM4.31 Tutorial#4: Tues&Wed Apr3 rd &4 th COM4.31 Negotiationof Case#4 Whattodo,withwhom, &what sdue Readtheassigned materials&readthiscourse outlinethoroughly Readtheassigned materials(&maybesneaka peekatsomeofthe recommendedreadingswithout lettingotherstudentsknow whatwe reupto?don twant tobeknownasaswot,dowe?) Readtheassigned materialsforthelecture& forthetutorial; Prepareyourcommentsfor TutorialTopic#1 Readtheassignedmaterials forthelecture; Prepareforyourroleinthe debateovertutetopic#2; Case#2agreementstobe handedinatthebeginning ofthetutorial Readtheassignedmaterials forthelecture; Fortutorials,getpreparedto discussthestrategyforyour roleincase#3,andprepare yourpresentationontutorial Topic#3 Readtheassignedmaterials forthelecture; Fortutorials,reviewthe materialsandmeetwithyour team,andtheopifyouwish, topreparetonegotiatecase #4atthetutorial Case#4agreementsdueby 2.05pmMonday,April16 th

18 When Week 7: 9 th 13 th April Week 8: Week 9: Weeks 10, 11 & 12: April 23 rd May 18 th Week 13: Week 14: Lecture Nope Lecture7: Monday April16 th Lecture8: Monday April23 rd No lectures Lecture9: Monday May21 st Lecture 10: Monday May28 th Whatit sallabout Negotiationstrategies& tactics#4:relationships across&behindthe bargainingtable Impasses,mediation& disputeresolution ReviewofthePonderosa Countynegotiation; Mediatorfunctions& strategies Strategies&tacticsin mediation;andafinal reviewofthecourse Tutorials Nope Tutorial#5: April17 th &18 th Thesetutesare forteamprep forcase#1: Ponderosa County.They maybe rescheduled fromtheusual tutorialtimes. Nope Notutorials either......justcase#1 Ponderosa County Nomoretutorials Whattodo,withwhom, &what sdue Thisweekwhatyoudo& withwhomisentirelyupto you... Readtheassignedmaterials forthelecture; Fortutorials,familiarize yourselfwiththematerials fortheponderosacounty exercise,andbepreparedto contributetoyourteam s initialdiscussionofthecase. Cases#3&#4agreementsto behandedinatthe beginningofthelecture Case#4journalsdue5.00 pm,friday,april20 th Justreadtheassigned materialsforthelecture,and readthematerialforcase#1 PonderosaCountytimeafter timeaftertime... Everythingisnegotiable:just getmeanagreement,buta goodagreementfortheparty yourepresentby6.00pm, Friday,May18 th. Readtheassignedmaterials forthelecture;ponderosa Countyjournaldue2.05pm Monday,May28 th Readtheassignedmaterials forthelecture;prepareany questionsyouhaveforthe finalreview 18