Description

Atalanta is a two-party negotiation between the owner of a two-year-old e-commerce business and the fulfillment officer from a shipping company. While the situation is fraught with emotions, personal ambitions, and negative perceptions about the other party, both would benefit from repairing the relationship and continuing to work together.  Through this exercise, students practice the following

• Overcoming the threat of a lawsuit and an initial impasse.
• Recognizing and developing perceived power and refraining from abusing power.
• De-escalating an emotional situation by managing their own and others’ emotions.
• Refocusing on building a future relationship.
• Identifying creative solutions that “expand the pie.”

Description

Aussie Air is a quantifiable, 5-party multi-issue, quantified with points, negotiation exercise modeled on the Macquarie Bank-led consortium’s takeover attempt of Qantas Airlines. The purpose of the exercise is to demonstrate how negotiations are influenced by social context: new information, changing interests, and shifting coalitions. In order to simulate these social context effects the exercise is divided into three general meetings of all the parties broken up by 2 private or small group conferences. Webinar available! See also: Harborco, Mouse, Oceanwide Shipping

Description

Bryan Preston, CEO of the Back Office Cooperative, leads several large human service providers through the process of building a shared-services platform to leverage scale and efficiencies. This successful collaboration matches the business case for restructuring against the constraints of mission-driven enterprises.  The case seeks to demonstrate how collaboration, scalability, and leadership interact in a nonprofit organization to produce desirable outcomes from which other organizations, leaders, and resource providers might learn.

Description

This is a two-team, multi-issue negotiation between representatives of two fictional countries regarding a disputed border and a military stand-off. This simulation provides a good vehicle for experimenting with different negotiating strategies. There are a fair number of interests with varying intensities, some shared, some dove-tailing, and others conflicting. Options for joint gain are plentiful. Note: This is a 3-on-3 team negotiation. Each team of three receives the same role (country) information but adopts one of three positions (State, Treasury, Defense) representing their country.

Description

Beat the Bot is an in-class simulation exercise that pits participants' creative thinking and decision-making prowess against the capabilities of advanced artificial intelligence systems. Over the course of 1.5 energetic hours, participants engage in dynamic exercises, each exploring a unique decision-making context, culminating in an augmented team context where teams collaborate with artificial intelligence. Throughout these hands-on activities and discussions, participants gain deeper insights into innovation, leadership, problem-solving, and the rapidly evolving interplay between humans and technology. With over 10 targeted teaching points covering human creativity, the strengths and shortcomings of artificial intelligence, as well as leadership and decision-making, Beat the Bot promises a powerful blend of discovery, collaboration, and real-world application.

Instructors who purchase Beat the Bot will receive instructions on how to log in to run the simulation on https://btb.thehailab.com/. This simulation is still being pilot tested, and so purchases are limited to Kellogg School of Management. If you are interested in purchasing Beat the Bot for your school, please submit an inquiry to drrc@kellogg.northwestern.edu.

Teaching notes and an instructor packet are forthcoming.

Description

BioPharm-Seltek is a distributive negotiation over the sale of a manufacturing facility that produces genetically engineered compounds. Negotiators are given information about the costs of their alternatives, but have to determine aspirations, reservation prices, and opening offers themselves.   See also: Buying a House, Coffee Contract, Energetics Meets Generex, GI Fix, Sugar Bowl

Description

BioPharm-Seltek is a distributive negotiation over the sale of a manufacturing facility that produces genetically engineered compounds. Negotiators are given information about the costs of their alternatives, but have to determine aspirations, reservation prices, and opening offers themselves.

Description

This is a two-party deal making exercise with a negative bargaining zone. Nevertheless 15% - 20% of negotiators reach agreement illustrating irrationality and agreement biases. Another 15% - 20% generate creative agreements that illustrate the limitations of the frames and assumptions negotiators bring to the table.

Description

This is a two-party deal making exercise with a negative bargaining zone. Nevertheless 15% - 20% of negotiators reach agreement illustrating irrationality and agreement biases. Another 15% - 20% generate creative agreements that illustrate the limitations of the frames and assumptions negotiators bring to the table. Please note: Information in the roles has been updated, but the prices remain the same.

Description

This case profiles Nykeba King, a leader at the Body Shop (a chain of beauty product stores incorporated as a B Corp—an organization that prioritizes social and environmental values), as she considers whether her values-driven organization should expand their open hiring program beyond their warehouse location. Instead of a series of selection obstacles (e.g., interviews, background checks, drug tests), applicants in the program are asked only three questions: (1) Are you legally authorized to work in the country? (2) Can you lift up to 50 lbs? (3) Can you stand for up to 8 hours a shift? If they say yes to all three, they get a job. The program is meant to improve opportunities for segments of the population that are often screened out of the selection process (e.g., formerly incarcerated individuals, people with disabilities, those experiencing homelessness, and immigrants). While outcomes from the warehouse pilot program have been good, she wonders whether to risk using open hiring for customer-facing retail workers and how to convince the CEO if she does.