Towers Market is a multiparty (4), multi-issue (5), quantified negotiation. The exercise is useful for teaching negotiation concepts of logrolling in the context of group decision making. There are many Pareto optimal solutions and even more that are sub-optimal. Prep Time: 30 min Negotiation Time : 60 min

Goal : Enable students to improve their effective communication skills across cultural groups Procedure: BARNGA is a simulation game that encourages participants to critically consider normative assumptions and cross-cultural communication. During this exercise students learn to communicate effectively across cultural groups, to students interrogate assumptions they may have about group norms and critically analyze where those norms have come from and whether or not they continue to be useful in new contexts, understand what happens when we are not utilizing the same “rules” or “norms” as others in the group and interrogate what the role of communication is in helping us either be confused or understand one another. References: Sivasailam “Thiagi” Thiagarajan with Raja Thiagarajan, BARNGA: A Simulation Game on Cultural Clashes, Boston: Intercultural Press, 2006 Type of learning : Synchronous Preparation*: 15minutes Duration: 30 minutes Roles: N/A Group Assignment: participants play on their own in groups of 4, 5, or 6 *Refers to the time taken to read or hear the instructions

Goal: Enable students to experience a third party role in mediation negotiations Procedure: Paradise Project is a dispute between two managers in which a third party, either boss or a peer becomes involved. It is a version of the Amanda exercise. Paradise Project is set in a Mexican tile manufacturing facility. The exercise can be used to teach mediation in the management context. It also illustrates how a third party can manage power and status differences between parties. Type of learning: Synchronous Preparation : 30 minutes Negotiation: 60 minutes Note: There are 2 versions of this exercise, Peer and Supervisor. Consult the teaching notes in the instructor packet for information on the different versions. You can access the Supervisor version by scrolling down the page to the "Similar Content". Advice: Be sure to assign all members of a group, Peer roles or all members of a group, Supervisor roles. You may mix the class, or you may just run the Peer or Superior version of the exercise

Goal: Enable participants to measure and understand culture`s impact on one`s negotiation style Procedure : NTR’s Culture and Negotiation Survey measures perceptions of the cultural norms of dignity, face, honor, and tightness-looseness, and negotiation strategy, including both integrative (value-creating, information sharing) and distributive (value claiming, influence and persuasion) strategy. It also measures a holistic versus analytic mindset. NTR’s Culture and Negotiation Survey Report provides personalized feedback and benchmarking norms based on data collected from managers around the world. The report explains the dignity, face, honor cultural framework. It also provides information about the statistical properties of the survey and benchmarking sample. Type of learning: Synchronous, Asynchronous Preparation*: 5 minutes Duration: 10 minutes (taking survey) 45-60 minutes(debriefing survey) * Refers to the time taken to read or hear the instructions

Goal: Enable students to experience a third party role in mediation negotiations Procedure: Paradise Project is a dispute between two managers in which a third party, either boss or a peerbecomes involved.It is a version of the Amanda exercise. Paradise Project is set in a Mexican tilemanufacturing facility.The exercise can be used to teach mediation in the management context. Italso illustrates how a third party can manage power and status differences between parties. Type of learning: Synchronous Preparation: 30 minutes Negotiation: 60 minutes Note: There are 2 versions of this exercise, Peer and Supervisor. Consult the teaching notes in the instructor packet for information on the different versions. You can access the Supervisor version by scrolling down the page to the "Similar Content". Advice: Be sure to assign all members of a group, Peer roles or all members of a group, Supervisor roles. You may mix the class, or you may just run the Peer or Superior version of the exercise

This is a negotiation game between an American living in France and a roadside stand owner. The American needs to negotiate the purchase of pumpkins for a Halloween party at a local school. The American is willing to pay any price within their budget of EUR 90 to acquire at least 30 pumpkins. The goal is to reach a mutually acceptable agreement on the price and quantity of pumpkins.

Goal: Enable students to experience the frustration of working on a global team Procedure: Healing is a multicultural team exercise. Its purpose of this exercise is to have participants experience the frustration of working on a global team where members have a different status in the company, different objectives they want to incorporate into their solution for the task, as well as different cultural values and norms for social interaction and group decision making. Type of learning: Synchronous Preparation: 60 minutes (in the same team) Negotiation: 60 minutes

Goal : Enable students to improve their effective communication skills across cultural groups Procedure: BARNGA is a simulation game that encourages participants to critically consider normative assumptions and cross-cultural communication. During this exercise students learn to communicate effectively across cultural groups, to students interrogate assumptions they may have about group norms and critically analyze where those norms have come from and whether or not they continue to be useful in new contexts, understand what happens when we are not utilizing the same “rules” or “norms” as others in the group and interrogate what the role of communication is in helping us either be confused or understand one another. References: Sivasailam “Thiagi” Thiagarajan with Raja Thiagarajan, BARNGA: A Simulation Game on Cultural Clashes, Boston: Intercultural Press, 2006 Type of learning : Synchronous Preparation*: 15minutes Duration: 30 minutes Roles: N/A Group Assignment: participants play on their own in groups of 4, 5, or 6 *Refers to the time taken to read or hear the instructions

Club West is a lawsuit. It illustrates setting reservation prices in legal disputes, egocentric bias, and reactive devaluation. Note: Both get the same General Information Group Assignment: one on one or team on team Advice: Assign students to the role of Swing or Buildem. Although you will give everyone the same general information, do not tell them that everyone is receiving the same information!

This is an exercise that can be used to teach integrative negotiation skills in the context of deal making or dispute resolution. The exercise was intended for undergraduates; however, it may be used with more advanced students especially to illustrate: 1) the differences between negotiating deals versus disputes, and 2) negotiating as a solo and negotiating as a team in the deal making/dispute resolution context. It can also be used to illustrate how culture interacts with negotiation context. Note: there are FOUR versions of this exercise, two of teams and two of one-on-one. Consult the teaching notes in the instructor packet for information on the different versions. Preparation: 15-20 minutes Negotiation: 30 minutes

This negotiation illustrates the situation when a U.S. company has a foreign government on the other side of the table and an activist environmental group demonstrating outside. Roles: 3 Preparation: 60 minutes Negotiation: 60 minutes

A framework for anticipating and managing cultural differences at the negotiating table In today's global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators' assumptions about when and how to negotiate, their interests and priorities, and their strategies. It explains how confrontation, motivation, influence, and information strategies shift due to culture. It provides strategic advice for negotiators whose deals, disputes, and decisions cross cultural boundaries, and shows how to anticipate cultural differences and then manage them when they appear at the negotiating table. It challenges negotiators to expand their repertoire of strategies, so that they are prepared to negotiate deals, resolve disputes, and make decisions regardless of the culture in which they find themselves. Includes a review of the various contexts and building blocks of negotiation strategy Explains how and why negotiation may be practiced differently in different cultures and how to modify strategy when confronted with different cultural approaches Explores the three primary cultural prototypes negotiators should understand Negotiating Globally is ideal for those relatively new to negotiation, particularly in the global arena, and offers an overview of the various contexts and tactics of negotiation strategy. Written by an award-winning negotiation expert, this book provides an ideal framework for any and all global negotiations.

This is an exercise that can be used to teach integrative negotiation skills in the context of deal making or dispute resolution. The exercise was intended for undergraduates; however, it may be used with more advanced students especially to illustrate: 1) the differences between negotiating deals versus disputes, and 2) negotiating as a solo and negotiating as a team in the deal making/dispute resolution context. It can also be used to illustrate how culture interacts with negotiation context. Note: there are FOUR versions of this exercise, two of teams and two of one-on-one. Consult the teaching notes in the instructor packet for information on the different versions. Preparation: 15-20 minutes Negotiation: 30 minutes

This is an exercise that can be used to teach integrative negotiation skills in the context of deal making or dispute resolution. The exercise was intended for undergraduates; however, it may be used with more advanced students especially to illustrate: 1) the differences between negotiating deals versus disputes, and 2) negotiating as a solo and negotiating as a team in the deal making/dispute resolution context. It can also be used to illustrate how culture interacts with negotiation context. Note: there are FOUR versions of this exercise, two of teams and two of one-on-one. Consult the teaching notes in the instructor packet for information on the different versions. Preparation: 15-20 minutes Negotiation: 30 minutes

Paradise Project is a dispute between two managers in which a third party, either boss or a peer becomes involved. It is a version of the Amanda exercise. Paradise Project is set in a Mexican tile manufacturing facility. The exercise can be used to teach mediation in the management context. It also illustrates how a third party can manage power and status differences between parties.

This is an exercise that can be used to teach integrative negotiation skills in the context of deal making or dispute resolution. The exercise was intended for undergraduates; however, it may be used with more advanced students especially to illustrate: 1) the differences between negotiating deals versus disputes, and 2) negotiating as a solo and negotiating as a team in the deal making/dispute resolution context. It can also be used to illustrate how culture interacts with negotiation context. Note: there are FOUR versions of this exercise, two of teams and two of one-on-one. Consult the teaching notes in the instructor packet for information on the different versions. Preparation: 15-20 minutes Negotiation: 30 minutes

Goal: Enable students to experience a third party role in mediation negotiations Procedure: Gold Card is a dispute is between a bank and a financial services firm over aspects of their joint venture to provide a special feature credit card to the financial services firm's upscale clientele. When representatives of the two institutions cannot reach an agreement about implementation, they call in the financial services firm's manager who negotiated the original venture. Type of learning: Synchronous Preparation: 10minutes Negotiation: 45 minutes Roles: 3 Group Assignment: team on team or one on one

 This article develops a model of how culture affects negotiation processes and outcomes. It begins with a description of negotiation from a Western perspective: confrontational, focused on transactions or the resolution of disputes, evaluated in terms of integrative and distributive outcomes. It proposes that power and information processes are fundamental to negotiations and that one impact of culture on negotiations is through these processes. The cultural value of individualism versus collectivism is linked to goals in negotiation; the cultural value of egalitarianism versus hierarchy is linked to power in negotiation; and the cultural value for high versus low context communication is linked to information sharing in negotiation. The article describes why inter‐cultural negotiations pose significant strategic challenges, but concludes that negotiators who are motivated to search for information, and are flexible about how that search is carried out, can reach high‐quality negotiated outcomes.

Marie Dupont, a banker, disputes with neighbor Frederic Martin over the ownership of trees blocking her sea view in a Mediterranean village. Marie trimmed the trees, claiming they're on her property; Martin, who tended to them, insists they're his and demands €6000 for damage. Both neighbors have agreed to mediation to avoid a court battle that could exacerbate tensions and disrupt Marie's future local political ambitions. Marie aims for a resolution that preserves her sea view without future disputes, while Martin seeks compensation for the trees' alteration. The mediation seeks a balanced solution that maintains neighborly relations and clarifies property rights.

Goal: Enable students to experience a third party role in mediation negotiations Procedure: Lending Limit is a manager-as-a-third-party exercise. An account manager for a bank and the bank's manager for its South African branch are disputing whether to authorize a loan for a client to build a plant in South Africa. The third party is the managers’ mutual boss, the executive vice president for commercial lending. Teaching notes for Amanda can be used,you can access them by scrolling to the bottom of the page and clicking on one of Amanda`s versions. Type of learning: Synchronous Preparation: 15 minutes Negotiation : 45 minutes