Antarctic Expedition involves a multi-issue negotiation between two university professors over resources for a proposed joint expedition to the Antarctic. Antarctic Expedition encompasses key negotiation concepts such as the best alternative to a negotiated agreement (BATNA), the worst alternative to a negotiated agreement (WATNA) and the zone of possible agreement (ZOPA). Students are also invited to examine the role of principled negotiation, and the applicability of standards and criteria. This simulation has been designed for third level students studying negotiation. Whilst it can be used at an introductory level, it is suggested that it is most appropriate for students who have already been introduced to fundamental negotiation concepts.Teaching Notes include General Instructions, Confidential Instructions for Andy Balfe and Confidential Instructions for Gerry Hopkins.
Ardmara Concert is a multi-party, multi-issue negotiation between a concert promoter, representative of the Residents' Association, representative of the Parents' Association, local TD (politician) and representative of the Business Association over the staging of a concert by a controversial performer. Ardmara Concert is designed for third level students studying negotiation and may be used to introduce students to multi-party negotiation. It also serves as an example of a values-based dispute, in which parties have ethical concerns regarding the impact of the concert.
Law, in its simplest form, is used to protect one party from another. For instance, laws protect customers from being exploited by companies. Laws protect companies from other companies. Laws even protect citizens and corporations from the government. However, law is neither perfect nor all encompassing. This course will introduce the student to the laws and ethical standards that managers must abide by in the course of conducting business. Laws and ethics almost always shape a company's decision-making process; a bank cannot charge any interest rate it wants to charge that rate must be appropriate. By the end of this course, the student will have a clear understanding of the legal and ethical environment in which businesses operate. Upon successful completion of this course, the student will be able to: Identify sources of law in the United States; Describe the function and role of courts in the US legal system; Differentiate litigation from methods of alternative dispute resolution; List the elements of the major torts; List the essential elements of a valid contract; Describe how a contract can fail; Summarize the remedies available for breach of contract; Distinguish between real and personal property; Identify the various interests in real property and how they pass; Identify the requirements to hold various rights under intellectual property laws; Analyze the impact of the digital era on intellectual property rights; Distinguish between at-will employment and contractual employment; Identify laws that generally regulate the employer-employee relationship; Identify criminal acts related to the business world; Define white collar crime; Describe the various forms of business organization; Identify the major laws regulating business in the United States; Identify major ethical concerns in business today. (Business Administration 205)
Cancún Corner involves a negotiation between two friends and business partners over the launch of a Mexican restaurant.This is a negotiation exercise, however, it can also be used as a mediation simulation with some amendments. This simulation was designed for third level students studying negotiation and/or alternative dispute resolution (ADR). Whilst it can be used at an introductory level, it is suggested that it is most appropriate for students who have already been introduced to fundamental negotiation concepts. Guidance in relation to modifying this exercise as a mediation simulation is included. Please note that a mediation simulation will require a group of three students (or four students if a co-mediation model is adopted). This simulation may be used to introduce identity-based, conflict of values disputes. Identity may affect the substance of a negotiation nad has the potential to make even simple negotiations difficult to traverse. Teaching Notes include General Instructions, Confidential Instructions for Jane Parker, and Confidential Instructions for Sarah Byrne.
The En-ROADS guided assignment challenges participants to use the free online En-ROADS simulator (https://en-roads.climateinteractive.org/) to create a scenario that successfully addresses climate change while considering implications across the economy, environment, and society. The En-ROADS assignment is used in classrooms, ranging from middle school to graduate level students, and comes in short and long forms. It can also be adapted as an exercise for non-academic settings. Often, the assignment is given following an En-ROADS workshop or Climate Action Simulation role-playing simulation game (https://www.climateinteractive.org/en-roads/).
Greenway Motors is a useful exercise to introduce students to key negotiation concepts such as the best alternative to a negotiated agreement (BATNA); the worst alternative to a negotiated agreement (WATNA) and the zone of possible agreement (ZOPA). It can also be used to discuss the principled negotiation framework, which allows students to move from a positional approach towards creating opportunities for mutual gain and value creation. This simulation has a large ZOPA, allowing for a range of outcomes.
Kilmanagh Meadows involves a two-party negotiation between neighbours over a dispute relating to noise pollution, boundary walls, and maintenance costs. This simulation can also be adapted for use as a mediation simulation. This simulation is designed for teaching and learning at third level, and works best where students have some experience and knowledge of negotiation and/or alternative dispute resolution (mediation).Kilmanagh Meadows allows students to move away from positional bargaining towards creating opportunities for mutual gain and value creation. Maintaining the relationship is a key concern for both parties, and students may choose to prioritise this in the negotiation. This simulation has a large ZOPA, allowing for a wide range of outcomes.Teaching Notes include General Instructions, Confidential Instructions for Liam MacManus and Confidential Instructions for James Canty.
Conflict is inevitable and if unresolved, has negative impacts that reach far beyond the principal parties. Managing conflict in a non-violent manner can increase the ability of everyone involved to work more effectively with clients, staff, and other personnel. This module teaches conflict management through a combination of skill-building and philosophical discussion to enable participants to become invested in the idea that non-violent conflict management is better, more effective, and more efficacious in the long run than either conflict avoidance or an aggressive approach that produces "winners" and "losers." The material can be presented in training sessions of varying lengths from one class to an entire semester. The author recommends separating the three modules over time to allow time for integration of skills. (95 pages)Rice, S. (2000).
St. Colmcille’s Hospital involves a dispute between a hospital employee and a representative of the board of management. This simulation is designed for use as an experiential learning exercise in teaching mediation to third level students (intermediate / advanced level). St. Colmcille’s Hospital is a useful exercise to explore more advanced concepts in negotiation and mediation, such as the effects of emotions and values on the outcome of the negotiation, and unequal power dynamics. This simulation may also be used to demonstrate the role of a mediator in dispute resolution, particularly regarding challenges to preserving mediator neutrality which may arise.Teaching notes include General Instructions, Confidential Instructions for Colm O'Donnell, Confidnetial Instructions for Anna O'Meara and Confidential Instructions for the Mediator.
On June 28, 1919, Germany and the Allied Powers signed the Treaty of Versailles in the Hall of Mirrors at the famous Palace of Versailles, officially ending World War I. World War I, or the Great War, lasted from 1914 to 1918, and claimed the lives of nearly ten million soldiers and approximately thirteen million civilians. Germany and its allies in the Central Powers had lost the war, so representatives of the victorious Allied Powers including the United States, France, and Britain negotiated the terms of the treaty. President Woodrow Wilson and his allies wanted the treaty to provide a lasting peace following Wilson’s Fourteen Points speech delivered on January 8, 1918. European powers sought peace but also wanted to punish Germany, who they blamed for causing the war. Germans also expected that the Fourteen Points would be the basis for the peace talks when they signed the armistice in November 1918. When the Allied Powers met in Paris to discuss the world after the war, however, a much more punitive plan emerged.
- World History
- Material Type:
- Primary Source
- Digital Public Library of America
- Provider Set:
- Commonwealth Certificate for Teacher ICT Integration
- Albert Robertson
- Date Added:
Yellow Moon Canyon is a negotiation between two legal agents representing actor clients over the terms of a contract for an upcoming film. It is a useful simulation to introduce students to more advanced concepts in negotiation, such as principal-agent dynamics. This simulation can also be adapted for use as a four-party negotiation, thus introducing students to the additional challenges of multi-party negotiation.Teaching Notes include General Instructions, Confidential Instructions for Jonathan Maloney- Agent for John Bell, and Confidential Instructions for Mary McManus- Agent of Henry Cooper.