Negotiation
Negotiation for managers in Canada, including the law on misrepresentation and the duty of honest performance, good faith bargaining and first-contract arbitration under Canadian labour law, and mediation and arbitration under provincial statutes: interests, alternatives, options and legitimacy, the BATNA, reservation prices and the zone of possible agreement, systematic preparation with priority maps and expected values, first offers, anchoring and concession patterns, countering hardball tactics, integrative negotiation with logrolling, bridging, scoring systems, multiple equivalent offers, contingent contracts and the efficient frontier, the psychology of negotiation including the winner’s curse, framing, loss aversion and emotion, questioning, active listening and honest persuasion, power and dependence with the Nash and Rubinstein bargaining models, multi-party and coalition negotiation with Shapley values and single negotiating texts, negotiating across cultures and time zones, ethics, deception and trust, and dispute resolution through mediation and arbitration, with role plays drawn from supplier, customer, physician, land and union negotiations, ending in a capstone on Cedarline Outdoor’s agreements with its main contract factory and its warehouse union, with runnable Python examples.
MBA-604 3 credits 12 lessons · 4 h 17 min ▶ Video lessons coming soon
Offered by HSM University · MBA Core
This is the Canadian version of this course. See the American version.
What you'll learn
- Analyse any negotiation in terms of interests, alternatives, options, legitimacy and relationships, and distinguish value creation from value claiming.
- Prepare systematically by valuing issues, estimating and improving the BATNA, setting reservation points and ambitious targets, and planning information, agenda and authority.
- Use first offers, anchoring, concession patterns and closing techniques effectively in distributive bargaining, and recognize and counter hardball tactics.
- Create value through logrolling, bridging, contingent contracts, multiple equivalent offers and post-settlement settlements, and identify efficient agreements with scoring systems.
- Recognize cognitive biases such as the winner’s curse, overconfidence and escalation, use framing responsibly and manage emotion in yourself and others.
- Ask questions, listen actively, persuade honestly and adapt communication to email, video and face-to-face settings.
- Diagnose sources of power and dependence, use leverage wisely, negotiate from weaker positions and apply bargaining models such as Nash and Rubinstein.
- Manage multi-party negotiations, coalitions, agents and teams through deliberate process design, including single negotiating texts and Shapley allocations.
- Negotiate across cultures and at a distance using cultural frameworks as hypotheses, building trust and checking understanding.
- Apply ethical frameworks and Canadian legal limits on deception in negotiation, protect information without lying, and build and repair trust.
- Resolve disputes using interests, rights and power, choose among negotiation, mediation and arbitration with decision analysis, and handle difficult conversations.
- Plan, conduct and debrief complex commercial and labour negotiations, combining value creation, value claiming and implementation.
Course content
12 lessons · 4 h 17 min total · final exam
- 1 What negotiation is: interests, alternatives and value 24 min · quiz
- 2 Preparing to negotiate: BATNA, reservation price and aspirations 23 min · quiz
- 3 Distributive bargaining: anchoring, offers and concessions 21 min · quiz
- 4 Integrative negotiation: creating value through interests and trades 21 min · quiz
- 5 Psychology of negotiation: biases, framing and emotion 21 min · quiz
- 6 Communication: questions, listening and persuasion 20 min · quiz
- 7 Power, leverage and influence 21 min · quiz
- 8 Multi-party and coalition negotiation 19 min · quiz
- 9 Negotiating across cultures and at a distance 21 min · quiz
- 10 Ethics and trust in negotiation 21 min · quiz
- 11 Disputes, mediation and difficult conversations 21 min · quiz
- 12 Capstone: negotiating Cedarline’s supplier and labour agreements 24 min · quiz
- E Final exam 20 questions
Description
Negotiation for managers in Canada, including the law on misrepresentation and the duty of honest performance, good faith bargaining and first-contract arbitration under Canadian labour law, and mediation and arbitration under provincial statutes: interests, alternatives, options and legitimacy, the BATNA, reservation prices and the zone of possible agreement, systematic preparation with priority maps and expected values, first offers, anchoring and concession patterns, countering hardball tactics, integrative negotiation with logrolling, bridging, scoring systems, multiple equivalent offers, contingent contracts and the efficient frontier, the psychology of negotiation including the winner’s curse, framing, loss aversion and emotion, questioning, active listening and honest persuasion, power and dependence with the Nash and Rubinstein bargaining models, multi-party and coalition negotiation with Shapley values and single negotiating texts, negotiating across cultures and time zones, ethics, deception and trust, and dispute resolution through mediation and arbitration, with role plays drawn from supplier, customer, physician, land and union negotiations, ending in a capstone on Cedarline Outdoor’s agreements with its main contract factory and its warehouse union, with runnable Python examples.