University of Southern California Marshall School of Business Administration Management and Organization Dept. MOR NEGOTIATION and PERSUASION

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1 University of Southern California Marshall School of Business Administration Management and Organization Dept. MOR NEGOTIATION and PERSUASION Fall 2008 Tuesday Thursday 4:00 to 5:50 pm JKP 104 Professor: Michael W. Coombs, Ph.D. Office: Bridge Hall 304; Messages: (1-888-drcoombs) Office Hours: By Appointment - Before and After class or as needed. MOR Dept phone, fax COURSE OVERVIEW The primary goal of this course is to introduce you to the processes of negotiation and persuasion in a variety of business and non-business settings. The readings, lectures and case studies have been chosen for their relevance to the situations you are likely to face as a consumer and as a manager. Every negotiation involves persuasion. As you will read, persuasion occurs when at least one person attempts to influence the thinking and/or actions of one or more others. Persuasion enters into most interpersonal and work related interactions. Our focus will be on persuasion as it occurs in the context of negotiation. Negotiation is the process by which two or more interdependent parties attempt to secure agreement. The primary objective of this course is to broaden your understanding of how these two interrelated processes operate within and between organizations. Additional objectives include: Develop a greater understanding of the factors that facilitate and those that hinder effective negotiation and persuasion. Improve analytical abilities in understanding the needs, concerns, motivations, and desires of other negotiators. Develop strategic thinking skills in selecting behaviors that increase the likelihood of satisfactory negotiation both within and across cultures. Increase confidence in our ability to persuade and negotiate. Provide experience in negotiation through classroom and outside assignments. COURSE FORMAT The class will include lectures, class discussions, class negotiation activities, quizzes and negotiation assignments outside of class. Be prepared to stay a few minutes after class to

2 arrange meetings with other students for outside-of-class assignments. Negotiation session make-ups are not recommended. They are more staged than the original exercises and are difficult to arrange with all the other participants. They will only be arranged for serious medical or emergency situations. COURSE REQUIREMENTS 1. Participation and Contribution (10% of your grade) Students are expected to participate in all negotiation exercises and class discussions. Failure to participate in more than one exercise or to be present for negotiation role assignments may result in one letter grade reduction. Your participation is crucial to this course. It affects your own experience and that of your classmates. Lack of preparation for an exercise must be treated as an absence. If you must be absent, you should provide notification as far in advance as possible. In order to assure that your class participation grade is objective and fair, we will keep track of your contributions during class. It isn t necessary that you talk all the time or that we call on you in order for you to be noticed. It is important to make quality contributions in class -- ones that facilitate learning and help reach class goals. 2. Professor Evaluation of Negotiation Exercises (10% of your grade) Throughout the semester you will be engaging in negotiation exercises both in and outside of class. We will have 12 simulated negotiations. The first one will be a one-onone negotiation. Five are team negotiations. Evaluation of these activities will include two elements: (1) individual strategy outline prepared prior to each negotiation and which lays out your plan for that negotiation, and (2) your evaluation of the negotiation as recorded on video. Your grade will be based on your own negotiation behaviors, those of your team, and the quality of feedback and questions provided to the other team. Before each negotiation you will be given a set of criteria on which the evaluations will be based. Pay careful attention to these criteria sheets. It is often challenging to play a role in a case and still demonstrate your negotiation skill. While you prepare to play a role, be sure to pay attention to the criteria sheets, which tell you the types of negotiation strategies and styles being assessed. Do not play the role without regard for demonstrating your ability to apply what you have learned. 3. Cultural presentations (10% of your grade). A brief (20 minutes) group presentation to the class describing cultural aspects of negotiating and business in another country / culture of the world. You are invited to share your own experiences with the class. 4. Self-Evaluation of Negotiations (25% of your grade).

3 Following Negotiations II, III, IV and VIII an approximately three page word-processed self-evaluation will be submitted describing your perceptions of your negotiation skills and those of your partner(s) and areas for improvement for both. There will be two sources of input for each of these reports: (1) classmates will provide you with comments based on their observations and, (2) you will watch the video recording of your negotiation on your own and make note of areas for your own improvement (Your evaluation report should be thorough and focused on information learned in course lectures and readings. These evaluations are a critical part of the learning in this course. Thus, your improvement in this course is not totally dependent upon the instructor but requires your own participation, awareness and evaluation. You should receive feedback from classmates as well. The write-up for Negotiation VIII gives you an opportunity to integrate your experience overall during the course. You will be addressing the questions: What have I learned about (1) myself, (2) about negotiation and (3) what will I do to improve my negotiation skills? Comments regarding the functioning of your team throughout the course will also be evaluated. Specific details will be provided later. 5. Mid-Term Examination (20% of your grade) 6. Final Examination (25% of your grade). The average overall GPA for this course will be targeted at a 3.3 gpa (B+). FACULTY INFORMATION I am available. Several phone numbers are provided at the top of this syllabus for you to contact me. If I am not available I will call you back at my earliest convenience. is preferred. ASSIGNMENTS The Marshall School of Business policy for returning papers is as follows: Returned paperwork, unclaimed by a student may be discarded after 4 weeks and, hence, will not be available should a grade appeal be pursued by the student following receipt of his/her course grade. COURSE COMMUNICATION: BLACKBOARD COURSE MANAGEMENT SYSTEM The Marshall School of Business is using the Blackboard Course Management System for faculty student communication. If you are registered in this course you have access to this CMS through Blackboard.usc.edu. If you are accustomed to using other services please link them to the USC system so that you receive s in a timely manner. You should begin the habit of checking Blackboard for additional information on a very regular basis. The course syllabus has been posted. Additional course lecture

4 notes/materials, further details on assignments and position outlines (where appropriate), and general course announcements, will be posted to the folder throughout the semester. ACADEMIC INTEGRITY The following information on academic integrity, dishonesty, and the grading standard are placed here at the recommendation of the School of Business Administration Faculty and are taken from the Faculty Handbook. Additional statements about academic integrity may be found in SCampus handbook available at the Topping Student Center and online at Further information may be obtained from the Office of Student Judicial Affairs and Community Standards at The University, as an instrument of learning, is predicated on the existence of an environment of integrity. As members of the academic community, faculty, students, and administrative officials share the responsibility for maintaining this environment. Faculty have the primary responsibility for establishing and maintaining an atmosphere and attitude of academic integrity such that the enterprise may flourish in an open and honest way. Students share this responsibility for maintaining standards of academic performance and classroom behavior conducive to the learning process. Administrative officials are responsible for the establishment and maintenance of procedures to support and enforce those academic standards. Thus, the entire University community bears the responsibility for maintaining an environment of integrity and for taking appropriate action to sanction individuals involved in any violation. When there is a clear indication that such individuals are unwilling or unable to support these standards, they should not be allowed to remain in the University. (Faculty Handbook, 1994: 20) Academic dishonesty includes: (Faculty Handbook, 1994: 21-22) 1. Examination behavior - any use of external assistance during an examination shall be considered academically dishonest unless expressly permitted by the teacher. 2. Fabrication - any intentional falsification or invention of data or citation in an academic exercise will be considered a violation of academic integrity. 3. Plagiarism - the appropriation and subsequent passing off of another s ideas or words as one s own. If the words or ideas of another are used, acknowledgment of the original source must be made through recognized referencing practices. 4. Other Types of Academic Dishonesty - submitting a paper written by or obtained from another, using a paper or essay in more than one class without the teacher s express permission, obtaining a copy of an examination in advance without the knowledge and consent of the teacher, changing academic records outside of normal procedures and/or petitions, using another person to complete homework assignments or take-home exams without the knowledge or consent of the teacher. The use of unauthorized material, communication with fellow students during an examination, attempting to benefit from the work of another student, and similar behavior that defeats the intent of an examination or other class work is unacceptable to the University. It is often difficult to distinguish between a culpable act and inadvertent behavior resulting from the nervous tensions accompanying examinations. Where a clear

5 violation has occurred, however, the instructor may disqualify the student s work as unacceptable and assign a failing mark on the paper. STUDENTS WITH DISABILITIES Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in STU 301 and is open 8:30 a.m. 5:00 p.m., Monday through Friday. The phone number for DSP is (213) TECHNOLOGY Laptop and internet usage is not permitted during academic or professional sessions unless otherwise stated by the respective professor and/or staff. Use of other personal communication devices, such as cell phones, is considered unprofessional and is not permitted during academic or professional sessions. Videotaping faculty lectures is not permitted, due to copyright infringement regulations. Audio-taping may be permitted if approved by the professor. Use of any recorded material is reserved exclusively for USC Marshall students. BOOKS and MATERIALS Required: Lewicki, R; Saunders, David M.; and Minton, John W., Essentials of Negotiation, 4 th ed., McGraw-Hill, 2007, ISBN-10: Course Reader: Collected articles and cases available in the USC Trojan Bookstore Individual surveys and questionnaires Recommended: Fisher, Roger & Ury, William; Getting to Yes, 2 nd ed.; Penguin Books, 1991; ISBN Foster, Dean Allen, Bargaining Across Borders; McGraw-Hill, 1992; ISBN Bramson, Robert M., Coping with Difficult People, Dell Publishing, ISBN:

6 COURSE SCHEDULE Listed is a schedule of assignments and topics for this course. Changes may be made as the course progresses depending upon enrollment, ELC schedules, and class needs. DATE Tuesday & Thursday 4:00 to 5:50 pm 8/26-1 Course Overview Focus on Listening Leadership Style Inventory The role of persuasion in negotiation 8/28-2 Communication Patterns and Pitfalls - Crossing gender and cultural divides. DCPs (Dysfunctional Communication Patterns) 9/2-3 ELC-1 R. Lewicki, Essentials of Negotiation, Chapters 1and 6 L. Babcock & S. Laschever, First You Have to Ask D. Tannen, The Power of Talk: Who Gets Heard and Why M. Watkins & S. Rosen, Rethinking Preparation in Negotiation. Video: Negotiation I Case: Eazy s Garage (1x1) DUE: Observers watch another negotiation pair and provide negotiators with evaluation observations for inclusion into their self-evaluation that is due next week. Note: Print materials from Blackboard for Negotiation I, bring to class/elc. 9/4-4 Debrief Negotiation I Credibility: Establishing and Maintaining It 9/9-5 Preparation and other activities R. Lewicki; Essentials of Negotiation, Chapter 2 9/11-6 Analyzing the Other Person s Reasoning R. Lewicki; Essentials of Negotiation, Chapter 4 V. Medvec & A. Galinsky, Putting More on the Table 9/16-7 ELC-2 Negotiation II Case: Sugar Bowl DUE: Your Strategy Plan submitted prior to negotiation. Debrief Negotiation II in class. You will be graded on a thorough evaluation of how well you negotiated and on your own individual observations and plans for improvement. 9/18-8 Framing, Linking, Involving, Anchoring and Other Reliable Strategies R. Lewicki; Essentials of Negotiation, Chapter 5 L. Sussman, How to Frame a Message: The Art of Persuasion and Negotiation. Video:

7 9/23-9 Integrative Negotiations: Using questions, strategic asking and responding R. Lewicki, Essentials of Negotiation, Chapter 3 Video: Principled Negotiation Roger Fisher DUE: Individual written self-assessment of Negotiation II following Self Evaluation guidelines available on Blackboard. 9/25-10 Career Negotiations R. Lewicki, Essentials of Negotiation, Chapter 7 J. Sebenius, Six Habits of Merely Effective Negotiators. Roger Fisher & Wayne Davis, Six Basic Interpersonal Skills Videos 9/30-11 ELC-3 Negotiation III Case: Coffee Contracts D. Malhotra, Risky Business: Trust in Negotiations. S. Hackley; When Life gives You Lemons: How to Deal with Difficult People. Team Dynamics 10/ /7-13 ELC-4 MIDTERM EXAM Negotiation IV Case: New Recruit DUE: Company and Position Research 10/9-14 Debrief exercise Issues of Scope and Sequence Forming and Maintaining Strategic Alliances R. Lewicki, Essentials of Negotiation, Chapter 8 Lax & Sebenius, 3-D Negotiation Sull, et al., Dancing with Elephants: The Smartix Saga DUE: Team Mapping Assignment 10/14-15 ELC-5 Negotiation V Case: Bullard Houses 10/16-16 Team Dynamics R. Lewicki, Essentials of Negotiation, Chapter 9 Fortgang, et al.: Negotiating the Spirit of the Deal DUE: Individual written self-assessment of Negotiation V following Self Evaluation guidelines available on Blackboard.

8 10/21-17 ELC-6 Negotiation VI (3x3) Case: Project Team Effectiveness DUE: Group Strategy Plan submitted prior to the negotiation 10/23-18 Cross-Cultural Negotiations R. Lewicki; Essentials of Negotiation, Chapter 11 Reardon & Spekman, Starting Out Right: Negotiation Lessons for Domestic and Cross-Cultural Business Alliances. Video: A Cross-Cultural Business Negotiation 10/28-19 ELC-7 Negotiation VII Case: El Tek Cross-Cultural Negotiations DUE: Group Strategy Plan submitted prior to the negotiation. 10/30-20 M. Watkins, Dynamic Negotiations: Seven Propositions About Complex Negotiations. R. Cialdini, Harnessing the Science of Persuasion 11/4-21 ELC-8 Negotiation VIII Case: Mexico Venture Note: Your individual write-up of this negotiation will be augmented/integrated with your own insights from the prior negotiations (2 through 7) to create your perspectives on your teamwork, which is due next week (November 11 th ). DUE: Group Strategy Plan submitted prior to the negotiation. 11/6-22 Debrief Mexico Venture DUE: Individual written Evaluation of Negotiations 2 thru 7 following Evaluation Guidelines and Instructions available on Blackboard. 11/11-23 Open (TBD) 11/13-24 Open (TBD) 11/18-25 Cross-Cultural Presentations 11/20-26 Cross-Cultural Presentations 11/25-27 ELC-9 Negotiation IX: A Multi-Party Negotiation (6 persons) Case: Harborco 12/2-28 ELC-10 12/4-29 ELC-11 FINAL EXAM Introduction to mediation Negotiation X: Case: TelePro Debrief negotiation in class following exercise. R. Lewicki; Essentials of Negotiation, Chapter 12 Multi-Party Negotiation Negotiation: Case: Radwaste-I Tuesday class Thursday, December 11, 4:30 to 6:30 pm

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