20322 - DECISION MAKING AND NEGOTIATION
Course taught in English
Go to class group/s: 31
Managing is largely a decision making activity, and this course is aimed at improving knowledge and skills in that fundamental field. The course provides concepts and tools for improving decision making and negotiation strategies, behaviors and solutions, utilizing and integrating tools from behavioral science and negotiation analysis. In particular, it provides tools for sustaining effective and innovative decision and negotiation behavior in uncertain, risky and open problems, with applications in a wide variety of settings (not only business policy and entrepreneurial decisions, but also labor disputes, inter-organizational negotiations, political and judicial problems). The course format is based on active teaching, providing analytic models and developing skills through simulations and case studies.
- Foundations of decision making. How to frame problems and objectives. Improving judgement under uncertainty. Alternative decision strategies and their selection.
- When to employ decision teams. Governing team decision making dynamics.
- When to negotiate. Types of conflict of interests and negotiation structures. Types of negotiation strategies. How to improve agreements.
- Power and fairness in negotiations.
- Organizational cultures in negotiations.
- Multi-party negotiations and coalition analysis.
- Distinguish effective and ineffective heuristics for decision making.
- Select a decision strategy appropriate to a problem.
- Recognize different game and negotiation structures.
- Select negotiation strategies appropriate to the negotiation structure.
- Develop personal skills in problem solving and negotiating.
- Evaluate strategies and behavior applied by other actors.
- Diagnose the key features and address the challenges of decision and negotiation situations.
- Devise appropriate behaviors and design superior solutions and agreements.
- Face-to-face lectures
- Exercises (exercises, database, software etc.)
- Case studies /Incidents (traditional, online)
- Individual assignments
- Group assignments
- Interactive class activities (role playing, business game, simulation, online forum, instant polls)
Each session includes an experiment or simulation in which to experiment the strategies and behaviors topic of the session. Conceptualizations and models are reconstructed on the basis of the analysis of the empirical evidence generated by the experiments conducted in class, connected and compared with the available results of social science research on those behaviors. Real-life wrap up case studies are discussed for each part of the course.
|Continuous assessment||Partial exams||General exam|
Attending students will be evaluated during the course on the basis of written assignements, oral discussions and presentations, and final project (both written and oral). At the end of the course they will have their grade formed. If that grade is sufficient, in the official exam sessions the grade will be simply registered.
Non attending students will not have a record of evaluations matured during the course. The evaluation will be based on:
- Final oral exam on adopted readings
- A written individual field case study to be delivered on the date in which the exam is held
Selected Chapters (as indicated in the course Syllabus and Available on Library Course Reserve) from:
- A. GRANDORI, Organization and Economic Behaviour, Routledge 2001.
- L.L. THOMPSON, The mind and heart of the negotiator, Upper Saddle River, NJ, Prentice-Hall 2004.
- H. RAIFFA, The art and science of negotiation, HBS Press, 1992.
- Course Slides (posted).