GRADUATE PROGRAM IN CONFLICT RESOLUTION & COEXISTENCE

HS244a – Responsible NegotiationAlain Lempereur, Alan B. Slifka Professor in Coexistence and Conflict ResolutionHS244a – 1: Section 1: 2:00 pm – 4:50 pmHS244a – 1: Section 2: 11:00 am – 11:50 amAlain Lempereur, Alan B. Slifka Professor in Coexistence and Conflict ResolutionClass Time: Fall 2016, FridayLocation: Heller School Building, #163

The most updated version of the syllabus is on LATTE. Please consult LATTE.

Contact information for Prof. LempereurOffice Hours: See the Google DocOffice: Heller School Building, #106Email: lempereur@brandeis.eduPhone: 617-775-4530Skype ID: Alain-Lempereur

Contact information for the TA TeamOluwagbemiga Dasylva, morning section Sonia Kikeri, afternoon sectionOffice Hours: Wed 12-2: Google Doc Fall Office Hours: Tues 12-2: Google DocOffice: Heller School, #106 or classroom Office: Heller School, #106 or classroomEmail: gdasylva@brandeis.eduSkype ID: tempnsyl1

Email: sk663@brandeis.eduSkype ID: sonia6691

Course DescriptionYou negotiate continually, but how to do it more responsibly? This class invites you to inquire about yourself and others as negotiators in projects, contracts, conflicts or crises, but also in informal conversations, when you engage people through problems and processes. You will seek to examine your behaviors, attitudes, norms and values, and understand those of other students, in order to seek effectiveness and inclusion. The course provides an analytical and operational framework, which aims at improving your personal negotiation skills as individuals, social activists and cross-cultural team members and help you lead tomorrow in complex contexts, such as organizations, systems or cultures.

This class helps you do first things first, i.e. to model the right first moves at the right time in order to foster the right decisions and achieve smooth implementation. As a negotiator, how can you build quality relationships with a diversity of stakeholders, before any other action, putting people first? How can you structure an empowering process before and during problem solving, introducing and concluding meetings properly, and encouraging a balanced and constructive conversation? How to prepare before meetings and debrief

The Heller School for Social Policy and

afterwards, adjusting the mandate and getting deals done with principals and teams? How can your communication support common understanding and information sharing, with active perceiving of the verbal and nonverbal and questioning to increase empathy, before active persuading to assert needs, motivations and interests? How can you enlarge the pie to create joint value – economic, social, environmental – before sharing it among parties? In a nutshell, the purpose of this class is to embark on a personal journey of self-discovery and accountability towards others to make you a more responsible negotiator.

Learning ObjectivesExploring responsibilityThis course examines how you can foster a multi-layer responsibility as a permanent drive in your negotiations, i.e. to engage people, to solve problems constructively and to facilitate an empowering process. People Engagement

◦ Put people first (needs, identity, proximity, diversity, gender, culture, etc.). ◦ Develop trust and long-term quality relationship◦ Understand emotions, yours, theirs, and overcome difficult behaviors◦ Map all relevant stakeholders in their complexity (including those who are not at the

table: principals, implementers, other constituency, the disenfranchised, the community, the next generation, a universal audience, etc.). 

Problem Solving◦ Leverage values (ethics, integrity, social justice, coexistence, etc.) beyond economic

value or procedural justice, seeking fair and innovative solutions.◦ Look for broad acceptability of solutions, which are responding optimally to the

underlying problems, broadly beneficial and open to ongoing review. ◦ Achieve positive impact of the solution on stakeholders and the general

environment to be secure, peaceful, productive, green, sustainable, etc. Process Facilitation

◦ Empower all stakeholders from convening to meeting and implementing. ◦ Carry on a facilitative process to build ownership and carry on the agreement. ◦ Ensure broad accountability for any decision (i.e. not only with principals, but

beyond the traditional two-level power structure).

Possible Personal Objectives for You as a Student in this Class Increase your awareness about negotiation responsibility and complexity. Assess personal approaches and skills, strengths and challenges. Identify objectives for improvement and walk the talk. Support your growth as a team member and a team leader. Help yourself and others acquire negotiation skills in cross-cultural contexts. Learn to leverage a diversity of values, norms, attitudes and behaviors Be purposeful and align legitimate ends with legitimate means. Cope constructively and creatively with dilemmas, tensions, and dividers. Build integrative conversations, optimizing active perception and persuasion. Improve relationships, with peers, superiors, and all stakeholders. Broaden your negotiation repertoire. Leverage the power of organizations. Further the cause of peaceful resolution, coexistence and reconciliation. Craft better deals and contracts to deliver results.Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

2

Learn how to really learn from experience.Teaching Methods This semester course is taught once a week for 3 hours per class. It offers a 14 th wrap-up session that lasts an entire day, and corresponds to the first Coexistence Assessment Day.

Each class involves interactions with a diversity of fellow students from whom you learn a lot, as you step back, question your routines, and observe. Consider all your teamwork as real-life negotiations and opportunities to experiment new strategies and moves.

You will often be asked to meet before class in order to prepare in groups with partners. You might need to negotiate time slots that work for everyone, which may be challenging at times. The course features practical simulations (role plays), which you are asked: To read at home beforehand: Most of the time, general and confidential instructions are distributed the

week before and must be prepared carefully. It is crucial you read your instructions before class so that you do not make other students wait for you to catch up. When teamwork is assigned before class, please contribute your fair share to the group. If you feel a member of a group does not contribute his or her fair share, view the situation as a negotiation and help him or her work it out. As you will be assigned different roles in negotiation simulations, you are asked not to communicate before class with students who are not on the same side as you.

To role-play with your classmates: You will be asked to negotiate in pairs or in teams, with designated partners so that you work with as many diverse classmates as possible, either before class or in class. Strive to arrive on time in class or after the break. Please also keep an eye on the agenda that is provided and be back in class, as scheduled, in order to report the results of your negotiations. You do not need to invent facts.

To tape some of your interactions: For example, you can use your phone or IPad. This way, you can watch yourself after class, identify critical moments and set objectives for your next classes. You can also share some of these videos with your classmates.

To debrief and discuss internally with your designated partners: Once you are done with a simulation, you will often be asked to capture its lessons in writing through a summary report, whatever the results are, whether you reach agreement or not. Once you are done with reporting, if you have time before class restarts, please discuss with each other; give constructive feedback to your classmates and receive feedback graciously from them. Write down the key lessons in your personal journal. Simulations are great opportunities for you as a student to learn from your classmates, to understand what works well and what could be done differently. This internal debriefing takes place in a more intimate setting and is a great way for you to know more about your strengths and areas of improvement, i.e. to grow your negotiation skills throughout this class.

To discuss with the entire group, through exchange of good practices and awareness of bottlenecks: After each simulation, write down one or two points you might want to share with the entire class. When you talk to the class, keep your interventions short. Learn as much as you can from other students. Instructors do their best to involve as many students as possible in the conversation. Most of the time, the debriefing is not about what is right or wrong, but about the range of possibilities that are open to you. They are opportunities to explore the forest beyond the tree. You will be amazed by how much processes and results diverge for different teams. Sometimes you might be proud about your achievements in the simulations, sometimes disappointed, sometimes even angry or ashamed. Acknowledge these feelings as normal. Try not to be too hard on yourself or others. Do not be over-indulgent either. Most of all try to learn as much as you can from the general debriefing and all the interactions in general.

To connect your experience to the theories: Each session tries to offer a different set of relevant theories, concepts and tools, which hopefully you can connect to your experience in the simulations and in the debriefings. PowerPoint presentations summarize key points. The assigned or complementary readings provide you with more details and examples in order to deepen your understanding. Make sure you annotate the readings so that you identify the concepts and tools that can strengthen your negotiation practice. In a nutshell, build your own theory. Some of the theory is cumulative and you will have several opportunities to try it on in the next sessions or negotiation simulations. If some concepts are unclear, please ask clarification questions to instructors or fellow students. Office hours are also

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

3

used for this purpose. You can sign up alone or with fellow students.Participants in the class will also be exposed to case studies, exercises and videos that they will be asked to review and analyze.

If you cannot avoid missing one session, make sure you do the assigned readings for it, exchange with a student who was present in class, and watch the videotaped version if it is available, in order to catch up what the purposes of the simulation, the discussions and the theories were. Please also ask the teaching team for potential make-up assignment.

DisabilityIf you have a documented disability on record at Brandeis University and require accommodations, please bring it to the instructor’s attention prior to the second meeting of the class. If you have any questions about this process, contact Marc Kiredjian, at mkiredjian@brandeis.edu.

RequirementsAttendance, PunctualityIn order to benefit from the experiential learning in the class, especially during the simulations, you are required to attend every class, barring documented illness. Please also arrive on time at the beginning of every class and after the break. If you know you will be absent or late, for a legitimate reason, make sure you warn in advance your instructor and teaching assistant, who cannot accept unexcused absences. Whatever the reasons, should you miss more than two classes, unfortunately, you will not qualify for credit. Active ParticipationYou are expected to do more than just coming to class and signing the attendance sheet. Please actively participate. Enjoy complete academic freedom in the classroom, within the limits defined by mutual respect and courtesy. The diversity of students in the course will make the conversation very rich, but sometimes challenging. Feel free to share your thoughts, but as in any negotiation, be aware not simply of the intentions of your words, but also of their impact. The Heller School faculty and students are committed to create a safe environment for learning. Verbal aggression cannot be tolerated.

Assignments and ReadingsIn order to ensure active participation in the best possible conditions, make sure you complete the assignments listed below on time. You should do so in advance of each class and submit the required documents spontaneously before each class, except if it expressly says otherwise. For the preparation of each session, it is highly recommended that you annotate personal copies of, or make notes from the readings. You might be called upon to discuss readings in class and to participate in individual or group presentations. Therefore come to class prepared to allow well-informed discussions.

Writing Requirements, and Academic IntegrityThe writing requirements listed below are intended to strengthen your negotiation skills, to encourage you to approach reading materials critically, to foster improved research and writing skills, and to serve as a basis for contributing to class discussion and a rich diversity of opinions. You are expected to devote careful attention to the technical quality of your written work, as well as its substance. Honesty matters in all academic work, and is strictly

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

4

enforced by the instructors. (For more details, see here.) We insist on the fact that all written work for this course must include appropriate citation of the sources used. See section 56c (“Avoid Plagiarism”) of the Concise English Handbook. See: ‘Truth even unto its Innermost Part’ and in particular the section on citations.

The university policy on academic honesty is distributed annually, as section 5 of the Rights and Responsibilities handbook. Academic integrity is critical in all that you write and say, and transgressions are treated severely. Instances of alleged dishonesty will be forwarded to the Office of Campus Life for possible referral to the Student Judicial System. Potential sanctions include failure in the course and suspension from the university. If you have any questions about this, do not hesitate to talk to your instructors or faculty advisor, and to seek guidance.

Individual and Group AssignmentsExcept if said otherwise, all written assignments must have your name in the file title and be typewritten, double-spaced in 12-point font. Except if mentioned otherwise, your submission must be uploaded electronically on Latte, as a Microsoft Word attachment, either before class, in class, or after class as mentioned below. Submit your written assignments on time. Lateness is sanctioned by half-a-grade down.

1. Write two Group Preparation Briefs. Please use the electronic grid that is provided on Latte (two-page document). You must participate actively in your group work and, even if you work together with fellow students, each time, you should fill in your own personal grid, because you will use it during the simulation. However, at the end, you should provide only one final grid electronically on Latte per group. This document must indicate the name of all your group members. The instructors use the pass/fail approach. Session 4: Preparation for the simulation “Norket District” (GPB1)

Due: Friday, September 16th (due in class) Session 11: Preparation for the simulation “Chestnut Village” (GPB2)

Due: Friday, November 11th (due in class)

2. Write one Individual Preparation Brief. Please use the electronic grid that is provided on Latte (two-page document); fill it in and submit it on Latte before class. This document must indicate your name and is graded. Session 7: Preparation for the simulation “Powerscreen” (IPB1)

Due: Friday, October 7th (before class)

3. Write at least 5 post-negotiation Summary Reports for the 9 simulations. You will simulate 9 negotiations in class. They will lead potentially to 9 summary reports (SR1 to SR9). Though some summary reports are mandatory to record results, you should write at least a total of 5 summary reports during the semester. A summary report should be maximum one-page, documenting the results of a negotiation, as well as your reflection and evaluation of you as a negotiator and the negotiation process. Using tools presented in class lectures and reading materials, analyze your preparation, thought processes, actions and reactions in the meeting, as well as those of the others who participated in the negotiation to draw out key findings of negotiation practice. Please reflect on you as a negotiator. By assessing the dynamics and reflecting on your personal experience, identify what you found helpful, surprising, challenging, and what you would like to work on more in the future (action plan). You can also do a joint analysis with your classmates in the negotiation, as long as you add your own personal take away paragraph, so that everyone Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

5

submits the joint findings and their individual portion. Again, no more than one page is necessary. You can use bullet points.

4. Take at least 6 of the available 12 quizzes. The purpose of these quizzes is to help you self-assess your understanding of theories, concepts and tools, as developed in class and in the readings, in particular in The First Move. A Negotiator’s Companion. Twelve of these quizzes will be available on Latte, and you can take as many tests as you want, as long as you take at least 6 of them. You will be able to know your score, and which questions you got right. Instructors will only check whether you took the test or not.

5. Group Work on Taped Negotiation Simulations. More directions will be communicated during the second session of the class. Please engage in the following tasks. Each group should have three students, and their names should be determined by September 23rd.

1. Tape several of your negotiation simulations. Do not hesitate to start taping early negotiations. Make sure that the sound works well and that people faces show. Sometimes you need to be closer than normal for everyone to show on a video.

2. Watch individually and separately the same taped simulations. Identify a few striking excerpts of maximum one minute; indicate why you chose them, and write down a few comments about them, including connections to theories. You should favor excerpts that raise interesting questions in your eyes, that you can learn from and that you hope other students will learn from too.

3. Get together with your team members to discuss the taped simulations you watched and to compare the excerpts you chose. Select together the excerpts that you wish to give or get feedback about. Ideally, the various excerpts you choose should connect to some theories that were studied in class. Get a formal agreement of the people who are shown on the tape and all of those who are in the group on the two excerpts you intend to present to the class.

4. Identify negotiation theories, concepts or tools that you can associate to the excerpts you have chosen. You should use at least one of the assigned readings of the class and add an extra reading, either in the list of complementary readings or beyond. Your final presentation must make explicit links to negotiation theories.

5. Realize the script of a PowerPoint presentation of maximum 12 minutes, including the selected video excerpts. Use the “COEX” PowerPoint template that is provided on Latte for your presentation. Each PPT presentation will be four slides maximum, including one title slide with the names of the participants. Your video excerpts should be embedded in the PowerPoint presentation. At the end of their presentation, participants are asked to identify a particularly good book, chapter, journal article, or web source, as to allow the class members to explore further the topic in question. When you are done with your PowerPoint presentation, download it on Latte not later than November 16th, in order for the instructors to consolidate all students’ PPT presentation in one document and facilitate a smooth transition from one presentation to the next.

6. Rehearse with your team members during lunch on November 16th. Be ready to introduce, present, and comment on your videos in front of the class. You should be as didactical and creative as possible during the presentation part of the videos. Your presentation should be maximum 12 minutes.

7. Enjoy your presentation in front of the class on November 18th. The order of presentations will be communicated before class. The PowerPoint presentations will be available on the class computer. After 10 minutes, you will be told you have 2 minutes left. Your presentation will be followed by a short Q&A time (10 minutes). Please allow the next group to start at their allotted time.

Due: Friday, November 18th

7. Compile your Personal Journal as a final report for the class. The journal should be about YOU as a negotiator, about what you identified as your own negotiation strengths and challenges.

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

6

1. Keep a logbook. You are encouraged to write some comments, after each class, when your memory is fresh, so that you compile your journal progressively. Some classes might bring more insights than others. You may want to only retain the sessions that you find most relevant to your learning.

2. This journal should be written primarily for you. It should be reflective, and contain what you want to remember from the class, what is helpful to you to become a more responsible negotiator. This means that you must NOT necessarily comment on every simulation or session.

3. This journal should allow you to track your personal journey through the class. It is an opportunity for you to dig deeper, and indicate what you learnt about yourself, what you do well and what is hard for you to do. It can also contain objectives for the next sessions, or key questions you ask yourself. It should also help you identify the progress you make in managing people, problems and processes in negotiation.

4. You can use bullet points if you prefer. 5. Your journal can include a maximum of three of your summary reports; you might want to choose

the ones you find most striking, but your subjective remarks and additions after each report are most important here. They can develop for example what you are most proud of, or struggled with.

6. Your journal is confidential. Its content is private between you and your instructors. It will not be shared with the rest of the class, except if you choose to.

7. Do not hesitate to rewrite part of your early journal later on or add on to it, but then please use italics, so that the instructors can spot what you learnt from later reflections, interactions, or other responses you have identified to your own queries.

8. You can make short references to the readings, but the purpose of the journal is not to repeat the readings. The latter should be referenced only if they are helpful to you in a specific case. As this final paper is an academic writing assignment, when you make references to literature, readings, and or/lectures, please use the APA writing format.

9. If you want early feedback on your journal, you can submit its first 5 pages not later than October 14th. Your Teaching Assistant will provide feedback to you.

10. At the end, you should include at least one page of comments on your involvement in the SIMSOC simulation.

11. Your final product should be maximum 10 pages (including endnotes and bibliography) 12. Your final journal is due on December 5th.

Summary of the Written Assignments

Dates SimulationsOr Themes

Prep Sheet

OtherAssignments

Session 1 Aug 26 Oil Pricing SR1Session 2 Sep 2 Self-AssessmentSession 3 Sep 9 Sally SR2 (mandatory)Session 4 Sep 16 Norket District GPB1Session 5 Sep 23 Norket District SR3

Group Mb SelectionSession 6 Sep 30 The Offer SR4 (mandatory)Session 7 Oct. 7 Powerscreen IPB1 SR5Session 8 Oct14 Powerscreen Optional Submission of

Journal first pagesSession 9 Oct 21 Redstone SR6 (mandatory)Session 10 Oct 28 Cartillas SR7Session 11 Nov 4 Our Friends

at the BankSession 12 Nov 11 Chestnut Village GPB2 SR8

Session 13 Nov 18 Presentations

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

7

Session 14 Dec 2 SIMSOC SR9 (mandatory)Dec 5 Final Journal Due

GradingThe final grade in this course will consist of the following components: 30%: Class Participation, including attendance, punctuality, summary reports, quizzes 10%: Two Group Preparation Briefs (pass/fail) 10%: One Individual Preparation Brief (graded) 20%: Group Work and Video Presentation in Class (graded) 30%: Final Journal (graded)

Core TextThe following book must be read for this course. Lempereur Alain, Colson Aurélien with Michele Pekar, ed. The First Move. A

Negotiator’s Companion. Wiley, 2010.

If it is helpful to your personal learning, you may choose to read a version of the book in another available language: Chinese: The First Move (with A. Colson and T. W. Chao). Beijing (China): Peking

University Press, 2012. French: Méthode de négociation (with A. Colson). Paris (France): Dunod, 2010 (2004;

2nd edition 2010), ISBN-10: 2100530739. Farsi: : مذاکره پیش ندیشا روشی for Iran & Afghanistan, with A. Colson and) نوین

F. Robiolle). Teheran (Iran): Shirazeh, 2009. Georgian: Negotiation Method (with A. Colson, T. Sikharulidze). Tbilissi (Georgia):

GCI, 2009. Japanese (with T. Okumura). Tokyo (Japan): Hakuto Shobo, 2014. Portuguese: Um Método de Negociação (with A. Colson and Y. Duzert). Rio de

Janeiro (Brazil): Atlas, 2009. Russian: The First Move (with A. Colson, M. Kukartseva). Moscow (Russian), 2013,

forthcoming. Swedish: Förhandlingsbart: Metodbok i Förhandlingsteknik (with A. Colson and E.

Wetter). Malmö (Sweden): Liber, 2012, ISBN-10: 9147097167.

The following books are strongly recommended for this course. Callières François de (1716). On the Manner of Negotiating with Princes. In French:

De la Manière de Négocier avec les souverains. Geneva, Droz, 2002. Susskind Lawrence, Movius Hallam. Built to Win. Creating a World-Class Negotiating

Organization. Harvard Business School Publishing, pp. 13-24, and pp. 167-176, 2009. Mnookin, Robert. Bargaining with the Devil. When to Negotiate. When to Fight. New

York, Simon and Schuster, 2010. Brett Jeanne. Negotiating Globally. How to Negotiate Deals, Resolve Disputes and

Make Decisions across Cultural Boundaries. San Francisco, Jossey Bass, 2000.

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

8

Schedule, Readings and Other Assignments

Class Session 1: Questioning Oneself Before Reproducing Routines

Week 1. August 26, 2:00-4:50pm

Required Readings and Assignments Please read the syllabus for the class. Distribution in class: Oil Pricing, Simulation, The Clearinghouse at the Program on

Negotiation at Harvard Law School

Agenda

2:00 Welcome2:05 SIMULATION 1 The Oil Pricing Exercise2:10 - Preparation2:15 - Internal and External Interactions3:05 BREAK

3:15 SIMULATION 1 The Oil Pricing Exercise- Debriefing (in plenary)

4:40 JOURNAL #1 4:50 END

Debriefing Themes Internal and external leadership and responsibilities Strategic dilemmas, weak and strong signals Internal divisions and coalitions Time strategy Commitment and implementation Managing uncertainty The tip of the iceberg and beneath The forest and the tree (I)

Other Resources Fisher Roger, Ury William (1991). Getting to Yes. Negotiating Agreement without

Giving In. Bruce Patton (ed.), Penguin. Axelrod Robert (1984). The Evolution of Cooperation. New York, Basic Books,

Chapter 4, pp. 73-87. Fisher Roger. Brown Scott (1988). Getting Together. Penguin, pp. 197-202. Watch for example scenes from the movie “The Fifth Element” (1997)

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

9

Class Session 2: People Before Anything Other Focus

Week 2. September 2, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First

Move. A Negotiator’s Companion. Wiley, Introduction and Chapter 1, pp. 1-27. Read Alain Lempereur, “Responsible Negotiation: Exploring the Forest Beyond the

Tree“. Journal of Global Responsibility, Vol. 3, #2, Oct 2012, 198-207. When you have conducted your Oil Pricing negotiation, if you choose to, write your

Summary Report (SR1) not later than September 2nd, 2016. Consider taking Quiz #1.Agenda0:000:050:35

VIDEOSUMMARYSELF-ASSESSMENT

THREE NEGOTIATION PILLARSPeople, Problems and Process

1:15 BREAK1:302:002:40

LECTURESYLLABUSJOURNAL#2

EXPLORING THE FOREST BEYOND THE TREEReviewing the assignments

2:452:50

ROLE ALLOCATIONEND

SALLY SOPRANO SIMULATION

Debriefing Themes People dimension: empathy and assertiveness, active perception and persuasion Problem dimension: cooperation and competition, value creation and capture Process dimension: external reputation and internal loyalty, contract and mandate Self-assessment of negotiation styles People orientation Problem-solving orientation Process orientation How to deal with self and others The forest and the tree (II)

Other Resources Richelieu Armand Jean du Plessis (1688). Political Testament. University of

Wisconsin Press, 1961, Part II, Chapter 6, on « The Need for Continuous Negotiations », pp. 94 sq. In French: Testament politique, pp. 34-46.

Callières François de (1716). On the Manner of Negotiating with Princes. In French: De la Manière de Négocier avec les souverains. Geneva, Droz, 2002.

Montaigne Michel de (1588). Essays, translated by Charles Cotton, 1877, A Penn State Electronics Classics Series Publications, 2003, Book 3, p. 6.

Kahneman David, Tversky Amos (1982). Judgment under Uncertainty. Heuristics and Biases. Cambridge, Cambridge University Press, 1982.

Neale Margaret, Bazerman Max (1991). Cognition and Rationality in Negotiation. New York, The Free Press.

Watch for example scenes from the following movies “A Beautiful Mind” (2001), and “Merry Christmas” (2005).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

10

Class Session 3: Understanding Motivations Before Proposing Solutions

Week 3. September 9, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Sally Soprano, Simulation Role, The Clearinghouse at the Program on

Negotiation at Harvard Law School. Be ready to role-play it with a classmate. Read Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010) The First

Move. A Negotiator’s Companion. Chapter 2, pp. 29-58. Consider taking Quiz #2. When you have conducted your negotiation, please write your Summary Report

(SR2) not later than September 9th, 2016.

Agenda0:00 INTRODUCTION:0:05 SIMULATION 2 Sally Soprano (in groups of two)

- Negotiating- Comparing results

0:35 BREAK0:50 SIMULATION 2 Sally Soprano

- Reporting and Debriefing (in plenary)2:102:402:452:50

LECTUREJOURNAL #3ROLE ALLOCATIONEND

PREPARING FOR PEOPLE, PROBLEMS AND PROCESS

THE NORKET DISTRICT SIMULATION

Debriefing Themes The forest and the tree (II) From the one-dimensional negotiation to multi-layer complexity and responsibility

a) Quantitative Results and Quality dealb) Distributive and Integrative Outcomesc) Routine and Innovationd) Positions and Motivations (not simply interests)e) Dyad and Organizationsf) Individual and Collective Bargaining

The zone of possible agreement(s), reservation value, aspiration value, target Anchoring and cognitive biases The solutions at the table, and away from the table, justification and anchoring

Other Resources Fisher Roger, Ertel Danny (1995). Getting Ready to Negotiate. Penguin.

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

11

Class Session 4: Preparing Negotiation Before the Meeting

Week 4. September 16, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Lempereur Alain, “Responsible Negotiation: Caring for People, Problems, and

Processes.” Human Capital Review, Nov 2011. Read Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First

Move. A Negotiator’s Companion. Chapter 3, pp. 59-88. Consider taking Quiz #3. Read The Norket District simulation, General Instructions and Confidential

Instructions, Conflict Management Group. In class, you will work in team with your classmates in order to complete the electronic preparation grid that is on Latte. Everyone should fill in their personal grid. On September 16th, each group will be asked to submit electronically the first Group Preparation Brief (GPB1).

Agenda0:000:10

1:452:00

LOGISTICSSIMULATION 3

BREAKSIMULATION 3

The Norket District- Group Preparation (in two break-up rooms)- Electronic Submission of the Preparation Grid

The Norket District- Debriefing of the Preparation Process

2:302:452:50

Q&AJOURNAL #4END

REMAINING QUESTIONS ABOUT PREPARATION

Debriefing Themes The forest and the tree (III) Group preparation and use of the application grid People Care

1. At the table: interpersonal relations 2. Behind the table: vertical relations and the mandate 3. Beyond the table: relationship map

Problem Solving1. Motivations2. Solutions at the table3. Solutions away from the table4. Justifications

Process Facilitation1. Organization of the meeting2. Communication: questions and answers

Other Resources Machiavelli Nicolas (1522). “Advice to Raffaello Girolami When He Went as

Ambassador to the Emperor,” Chief Works, and Others, transl. by Allan Gilbert, vol. 1, 1965, pp. 116-119.

Watch for example one of the following movies “Ike. Countdown to D-Day” (2004).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

12

Class Session 5: Process Facilitation Before Problem Solving

Week 5. September 23, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Lempereur Alain, “For Responsible Negotiation Meetings: Concocting a Vaccine

against Meetingitis.” Decision Making and Negotiations e-Journal, Vol. 6, #12, Sep 2015, SSRN.

Submit the names of your team members on Latte for your Group Video Presentation not later than September 23rd.

After you have role-played The Norket District simulation with the assigned student, you may want to submit electronically your Summary Report (SR3) on September 23rd.

Consider taking Quiz #4.

Agenda0:00 SIMULATION 3 THE NORKET DISTRICT

0:451:00

BREAKSIMULATION 3

- Bilateral Negotiations

- Debriefing (in plenary)2:00 LECTURE THE MEANINGS OF PROCESS2:302:352:50

JOURNAL #5LOGISTICSEND

LOGISTICS OF THE OFFER SIMULATION

Debriefing Themes The forest and the tree (IV) What is the most urgent when everything is urgent? Now and tomorrow: security and politics, identity and the past The stakeholders’ map N-1 negotiators: Official and officious meetings Where to meet, Discretion and Protection Sources of deadlocks, ebbs and flows, suspensions and greenroom Drafting and footnotes: one-text procedure, the power of the pen Constructive ambivalence, managing the public and the press 6 or 7Ps: Purpose, Process moves, Principles, Products, People, Planning & Place

Other Resources Ross Lee (1995). “Reactive devaluation in negotiation and conflict resolution.” In:

Kenneth Arrow, Robert Mnookin and Alii (eds). Barriers to Conflict Resolution. New York, Norton, pp. 26-42.

Consult the website of the House of the Wannsee Conference, Memorial and Educational Site: http://www.ghwk.de/engl/kopfengl.htm

Watch for example one of the following movies “The Wannsee Conference” (1984) and “Conspiracy” (2001).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

13

Class Session 6: Active Perceiving Before Active Persuading

Week 6. September 30, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read and prepare The Offer, The Clearinghouse at the Program on Negotiation at

Harvard Law School. Negotiate The Offer by email only before class. Make sure you start interacting by September 26, and you finish negotiating by September 28.

After role-playing The Offer, submit electronically and individually a Summary Report (SR4) by Thursday September 29th, not later than 7:00pm, so that results can be consolidated and commented on the next day. Include the email transcripts.

Read Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First Move. A Negotiator’s Companion. Chapter 5, pp. 119-151.

Read Lempereur Alain, & Elise Willer (2016). The Mediator as the eye in the storm: Active perception of emotions through the nonverbal. International Association for Conflict Management, Annual Conference Proceedings, New York.

Consider taking Quiz #5.

Agenda0:000:10

FEEDBACKSIMULATION 4 THE OFFER

- Debriefing (in plenary)0.45 BREAK

1:00 EXERCISES SELLING, THE COW, THE LADYTHE HOT BUTTON- Debriefing (in plenary)

1:552:00

VIDEOSSUMMARY ACTIVE COMMUNICATION

2:402:45

JOURNAL #6LOGISTICS DISTRIBUTION OF THE POWERSCREEN SIMULATION

2:50 END

Debriefing Themes The forest and the tree (V) Verbal and nonverbal communication

o Active perception: look and listen, and the empathy loopo Active persuasion: old and new rhetoric

The continuum of communication: face to-face, videoconference, FaceTime, Skype, phone, emails, letters

Other Resources Mnookin Robert, Peppet Scott, Tulumello Andrew (1996). “The Tension between

Empathy and Assertiveness,” Negotiation Journal, Vol. 12, #3, pp. 217-230. Morris Michael, Nadler Janice, Kurtzberg Terri, Thompson Leigh (2002), “Schmooze

or lose: Social friction and lubrication in e-mail negotiations,” Group Dynamics: Theory, Research, and Practice, Vol. 6 (1), Mar 2002, pp. 89-100.

Watch for example excerpts of one of the following movies “Dr. Strangelove” (1964) or “Erin Brockovich” (2000).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

14

Class Session 7: The Internal Mandate Before the Agents’ Meeting

Week 7. October 7, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Powerscreen, General Instructions and Simulation Role, The Clearinghouse at

the Program on Negotiation at Harvard Law School. Prepare your graded Individual Preparation Brief (IPB), using the electronic grid that is provided on Latte; submit it electronically before class, and bring one copy to class.

You will role-play the negotiation with a student who prepared the other side. Read Lempereur Alain (2009). “Leading Successful Negotiation on Behalf of Europe.

An Analysis of the EC High-Ranking Officials' Practices.” European Review, Jul 2009, Vol. 17, # 3/4, pp. 541-568.

Consider taking Quiz #6. After having role-played Powerscreen during the previous session, you might want to

submit electronically and individually your Summary Report (SR5) not later than October 13th, so that you can bring it to the next class.

Agenda0:000:15

VIDEOSSIMULATION 5 POWERSCREEN

0:300:45

- Stages- (1) Preparation of the mandate (in break-up rooms)

1:30 BREAK1:45 SIMULATION 5 POWERSCREEN

- (2) Meetings between agents2:402:45

JOURNAL #6LOGISTICS DISTRIBUTION OF THE REDSTONE SIMULATION

2:50 END

Debriefing Themes The forest and the tree (VI) The Matrix of Creativity: Fluidity, Flexibility, Frequency The agency issue:

o Mandate, interview, conflict of interests, fees o The levels of authorityo Feedback and reporting back

Other Resources Pratt John, Zeckhauser Richard (1985). Principals and Agents. The Structure of

Business. Boston, MA, Harvard Business School Press, 1985. Mnookin Robert, Susskind Lawrence, eds (1995). Negotiating on Behalf of Others.

Thousand Oaks, Sage. Watch for example one of the following movies “Michael Collins” (1996), or “Pale

Rider” (1985).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

15

Class Session 8: The Roots of the Problem Before its Consequences

Week 8. October 14, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Be ready to discuss in class your summary report with your principal. Read Lempereur Alain (2010). “First Things First for Negotiators and Organizations,”

Human Capital Review. Consider taking Quiz #7. If you want early feedback on your journal, you can submit its first 7 pages not later

than October 14th. Your Teaching Assistant will provide feedback to you. Read Redstone, General Instructions and Simulation Role, The Clearinghouse at the

Program on Negotiation at Harvard Law School. You will role-play the negotiation with a student who prepared the other side in class.

Agenda0:00 SIMULATION 5 POWERSCREEN0:05 - (3) Back to principal (in break-up rooms)0:45 BREAK1:00 SIMULATION 5 POWERSCREEN

- Debriefing (in plenary)2:002:10

JOURNAL #7SIMULATION 6 REDSTONE

2:45 LOGISTICS

2:50 END

Debriefing Themes The forest and the tree (VII) The various levels of dispute resolution: below the tip of the iceberg

o Micro: Problemo Macro: Organizationo Relationship

The Matrix of Creativity: Fluidity, Flexibility, Frequency

Other Resources Susskind Lawrence, Movius Hallam (2009). Built to Win. Creating a World-Class

Negotiating Organization. Harvard Business School Publishing, pp. 13-24, and pp. 167-176.

Allison Graham, Zelikow Philip. (19992). Essence of Decision. Explaining the Cuban Missile Crisis. New York: Longman, 1971.

Watch the Harvard PON video “Powerscreen.” Watch Lawrence Susskind, the author of Built to Win. Watch for example one of the following movies “Jerry Maguire” (1996), or “Meeting

Venus” (1991), or “Thirteen Days” (2000).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

16

Class Session 9: Creating Value before Claiming Value

Week 9. October 21, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments After having role-played the Redstone simulation during the previous session with a

classmate, when you are done with your negotiation, upload your results, your bilateral Summary Report (SR6) on Latte, no later than Thursday October 19th at 5:00pm. Each student group of 2 who is involved in the simulation must fill out at least one bilateral summary report for this simulation.

Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First Move. A Negotiator’s Companion. Chapter 4, pp. 89-117.

Consider taking Quiz #8.Agenda0:00 SIMULATION 6 REDSTONE0:05 - Analyzing results0:20 - Debriefing (in plenary)1:30 BREAK1:45 SUMMARY MANAGING THE VALUE CHAIN2:152:40

GROUP WORKJOURNAL #8

2:45 LOGISTICS DISTRIBUTION OF THE CARTILLAS SIMULATION

2:50 END

Debriefing Themes The forest and the tree (VIII) Non agreements, false agreements, Pareto-optimal agreements The mandate and its constraints Cooperation and competition: The Paris Charles de Gaulle crossroads Distinguishing growth and fairness The artichoke: Needs and risks of information disclosure Technology of value creation: Leveraging differences, line of equivalence and line of

preference, post-settlements settlement, costs of creativity Levers of value distribution

o Justifications, compensations, open bookso Bargaining tactics, risks and effects, counter-measures

Other Resources Walton Richard, McKersie Robert (1965). A Behavioral Theory of Labor

Negotiations. An Analysis of a Social Interaction System. New York, McGraw Hill, 1991, pp. 1-10.

Lax David, Sebenius James (1986). The Manager as Negotiator. Bargaining for Cooperation and Competitive Gain, New York, The Free Press, pp. 29-45.

Watch for example one of the following movies “The Exchange” (2008), or “The Meaning of Life” (1983).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

17

Class Session 10: Acknowledging Emotions Before Problem Solving

Week 10. October 28, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Read Cartillas, General Instructions and Simulation Role, Institute for Research and

Education on Negotiation in Europe. Read Lempereur Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First

Move. A Negotiator’s Companion. Chapter 6, pp. 153-175. Ekman Paul (1999). “Basic Emotions.” In: T. Dalgleish and M. Power (eds).

Handbook of Cognition and Emotion, Wiley, pp. 45-60. When you have conducted your negotiation, if you choose to, write your Summary

Report (SR7) not later than October 28th, 2016. Consider taking Quiz #9.Agenda0:00 SIMULATION 7 CARTILLAS

0:05 - Preparation (in break-up rooms)0:30 - Negotiation (in break-up rooms)1:00 BREAK1:15 - Debriefing (in plenary)2:10 SUMMARY GETTING PAST NO2:30 DISCUSSION PAPER TOPICS2:402:45

JOURNAL #9 LOGISTICS

DISTRIBUTION OF THE CHESTNUT VILLAGE CASE

2:50 END

Debriefing Themes The forest and the tree (IX) Consultation versus conflict resolution Identity quakes, difficult behaviors, negotiation limits Non verbal cues, weak signals and dissonance The timeline of emotions and the emotional break-even point The three instinctive responses to conflict resolution: fleeing, fighting, giving in Four possible moves for reflective responses

Other Resources Balzac Honoré de (1832). Colonel Chabert. A Penn State Electronics Classics Series

Publications. Or in French, La Transaction, known as Colonel Chabert. Ekman Paul (2003). Emotions Revealed. Recognizing Faces and Feelings to Improve

Communication and Emotional Life. New York, Times Books. See website Felice Fortuné de (1770). Entry “Negotiation”, Encyclopedia. In: W. I. Zartman (ed.),

The Fifty Percent Solution. New Have, Yale University Press, 1987. Stone Douglas, Patton Bruce, Heen Sheila (1999). Difficult Conversations. New York,

Penguin. Ury William (1991). Getting Past No. London, Random House. You may watch “Anger Management” (2003), “Colonel Chabert” (1994), “Hotel

Rwanda” (2004), “The Negotiator” (1998), or “Lie to Me” (2009-2011).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

18

Class Session 11: Deepening the Methods Before Addressing Complexity – Multilevel, Multiparty and Multicultural Negotiations

Week 11. November 4, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)

Required Readings and Assignments Reread Lempereur, Alain, and Aurélien Colson, with Michele Pekar, ed. (2010). The

First Move. A Negotiator’s Companion. Chapter 7, pp. 177-205. Consider taking Quiz #10.

Agenda0:00 MOVIE SCREENING OUR FRIENDS AT THE BANK1:25 - Debriefing (in plenary)1:55 BREAK

2:10 EXERCISE THE MENU

2:452:50

JOURNAL #12END

Debriefing Themes The forest and the tree (XII) Negotiation systems and multilevel games Managing complexity and multiplicity of actors, issues and processes Negotiation styles Relationship between donors and aid recipients Quality and challenge of development partnerships

Other Resources Brett Jeanne (2000). Negotiating Globally. How to Negotiate Deals, Resolve Disputes

and Make Decisions across Cultural Boundaries. Jossey Bass. Brett Jeanne, Adair Wendy Lempereur Alain, Lyttle Ann, Okumura Tetsushi,

Shikhirev Peter (1998). “Culture and Joint Gains in Negotiation,” Negotiation Journal. Vol. 14, No1, pp. 61-86.

Adair Wendi, Brett Jeanne, Lempereur Alain, Okumura Tetsushi and Alii (2004) “Culture and Negotiation Strategy,” Negotiation Journal. Vol. 20, No1, pp. 87-111.

Faure Guy Olivier, Rubin Jeffrey, eds (1993). Culture and Negotiation. Sage. Foster Dean Allen (1995). Bargaining across Borders. New York, McGraw-Hill. Watch the movies “The Band’s Visit” (2007), “The Concert” (2009) and “Love

Actually” (2002).

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

19

Class Session 12: Finalizing the Deal Before Adjourning Week 12. November 11, 9:00-11:50am (section 2) or 2:00-4:50pm (section 1)THIS CLASS TAKES PLACE AT THE HELLER LIBRARY CLASSROOM (G51)

Required Readings and Assignments Read Lempereur, Alain, Colson Aurélien, with Michele Pekar, ed. (2010). The First

Move. A Negotiator’s Companion. Chapter 8 and Conclusion, pp. 207-227. Read Lempereur Alain (2016), “Beyond Negocentrism: Questioning Selves,

Relationships and Contexts,” Negotiation Journal. Consider taking Quiz #11. Read Chestnut Village, General Instructions and Simulation Role, The Clearinghouse

at the Program on Negotiation at Harvard Law School. Start preparing the second graded Group Preparation Brief (GPB2), using the electronic grid; it will be completed in class and must be submitted on Latte by 3:00 on November 4.

When you have conducted your negotiation, if you choose to, write your Summary Report (SR8) not later than November 4th, 2016.

Agenda0:00 SIMULATION 8 CHESNUT VILLAGE

0:05 - Group Preparation (in break-up rooms)SUBMIT ELECTRONICALLY YOUR PREPARATION BRIEF

1:00 - Negotiation (in break-up rooms)1:45 BREAK2:00 DEBRIEFING - Debriefing2:30 SUMMARY 10 NEGOTIATION PRINCIPLES FOR GOING FORWARD

2:452:50

JOURNAL #12END

Debriefing Themes The forest and the tree (XI) What makes a case difficult in terms of people, problems and processes

o Conflict of values: worlds of intimacy, family, community, business, techniqueso Growing emotions, acknowledgement, empowerment, ownershipo Asymmetry of information, perceptions, power, and behaviorso “No price” argument, no ZOPA, positional bargaining, NIMBY and BANANAo Team versus group: strong or stronger coalitiono Organization: hierarchical and functional, horizontal and personalo Delegation and spokesperson

Dispute Systems:o Negotiating upstream or downstream: project mode or crisis modeo Prevention versus Resolution of Conflict versus Crisis Managemento Information flow within an organization and timely resolution

CSR (corporate social responsibility) and profitability

Other Resources Susskind Lawrence (2008). Multiparty Negotiation. Four Volumes, Sage. Susskind Lawrence, Jeffrey Cruikshank (1996). Breaking Robert’s Rules. Oxford

University Press. Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

20

Ancona Deborah, Friedman Ray, Kolb Deborah (1991). “The Group and What Happens on the Way to Yes,” Negotiation Journal. Vol. 7, #2, pp. 155-173.

Richman, Barak (2001). “Mandating Negotiations to Solve the NIMBY Problem: A Creative Regulatory Response.” UCLA Journal of Environmental Law and Policy. Vol. 20, pp. 223-236.

Wheeler, Michael (1994). “Negotiating NIMBYs: Learning from the Failure of the Massachusetts Siting Law.” Yale Journal on Regulation, 11, pp. 241-291.

Watching excerpts of the movie “Twelve Angry Men”.

Preparation of Class Session 13

November 16th Assignment If you have not done so yet, submit electronically your PowerPoint Presentation with

the embedded Video Excerpts, so that all presentations can be consolidated in one document to make the transition of students’ presentations smoother.

Class Sessions 13: Group Presentations

Week 13. November 18, Class: 2:00pm-4.50pm

Assignment Prepare your oral Group Presentation, using your submitted Powerpoint slide show

where your selected video excerpts are integrated. Time your presentation so that it does not take more than 8 minutes.

Agenda0:00 PRESENTATIONS (HALF OF THE GROUPS)1:15 BREAK1:30 PRESENTATIONS (OTHER HALF OF THE GROUPS)2:452:50

JOURNAL #13END

NO CLASS ON NOVEMBER 25, 2016: ENJOY THANKSGIVING!

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

21

Class Session 14: Putting It All Together – COEX AND CONFLICT ASSESSMENT DAY

Week 14. December 2, 9:00-5:00pm

THIS IS A COMPULSORY SESSION FOR ALL MA COEX STUDENTS, AND DUAL DEGREE STUDENTS TAKING THE CLASS.

Required Readings and Assignments SIMSOC (1966, 2000) (http://www.simsoc.net), by William Gamson, New York, The

Free Press, General Instructions and possibly Role Instructions, You might be assigned supplementary instructions.

Consider taking Quiz #12. After doing SIMSOC, members of each region should get together and summarize in

one PowerPoint slide what the region members see as their major learning points. They should submit it before the afternoon session starts on December 2.

After SIMSOC, write a Summary Report (SR9) to be included in your final journal.

Agenda9:00 SIMULATION 11 SIMSOC

12:45 BREAK2:00 DEBRIEFING (1) QUANTITATIVE DATA

2:30 DEBRIEFING (2) DISCUSSION: FEEDBACK FROM THE GROUPS

3:30 BREAK3:45 DEBRIEFING (3) LESSONS FOR GOING FORWARD

4:30 FINAL SUMMARY4:454:50

JOURNAL #14END

Other Resources Wolpe Howard, McDonald Steve, Nindorera Eugene, McClintock Elizabeth and Alain

Lempereur (2004), “Rebuilding Peace and State Capacity in War-torn Burundi.” The Round Table, Apr 2004, Vol. 93, #375, pp. 457-467.

Susskind, Lawrence and Patrick Field (1996), Dealing with an Angry Public. A Mutual Gains Approach to Resolving Disputes. New York, The Free Press.

December 5: FINAL JOURNAL DUE

Alain Lempereur, Alan B. Slifka Chair Professor – “Responsible Negotiation” (2016) Graduate Program in Conflict Resolution & Coexistence, The Heller School for Social Policy and Management, Brandeis University

22