This is a two-party, quantified, deal making negotiation between a film company and a T.V. station over the syndication rights for a T.V. series, Moms.com. The exercise provides a good opportunity to introduce the concept of Pareto optimality. This exercise also explores integrative or “trade off” issues and the impact of a contingency contract. Participants are given the valuable opportunity to calculate the Net Present Value of the agreement. Preparation: 60 minutes Negotiation: 90 minutes Group Assignment: team on team or one on one

Cartoon is a two-party, deal making exercise. It is the U.S. - Japanese version of Moms.com. Note: there are THREE versions of this exercise, two are US-Japanese, one is US-US. Consult the teaching notes in the instructor packet for information about the different versions. Preparation: 60-90 minutes Negotiation: 90 minutes There are THREE versions of this exercise. One cross-cultural version has a Japanese buyer, TXI, and a U.S. seller, Hollyfilm. The show is Indiana Smith. The other cross-cultural version has a Japanese seller, Gazi, and a U.S. buyer, WCHI, and the show is Ultra Rangers. The third version is U.S. buyer, WCHI and U.S. seller, Hollyfilm and the show is Ultra Rangers. You can choose one or the other cross cultural version or give half the class the Japanese buyer version and the other half the Japanese seller version. If you choose to assign half the class to one cross-cultural version and half the class to the other cross cultural version be aware that they are selling a different show with the same numbers.

Cartoon is a two-party, deal making exercise. It is the U.S. - Japanese version of Moms.com. Note: there are THREE versions of this exercise, two are US-Japanese, one is US-US. Consult the teaching notes in the instructor packet for information about the different versions. Preparation: 60-90 minutes Negotiation: 90 minutes There are THREE versions of this exercise. One cross-cultural version has a Japanese buyer, TXI, and a U.S. seller, Hollyfilm. The show is Indiana Smith. The other cross-cultural version has a Japanese seller, Gazi, and a U.S. buyer, WCHI, and the show is Ultra Rangers. The third version is U.S. buyer, WCHI and U.S. seller, Hollyfilm and the show is Ultra Rangers. You can choose one or the other cross cultural version or give half the class the Japanese buyer version and the other half the Japanese seller version. If you choose to assign half the class to one cross-cultural version and half the class to the other cross cultural version be aware that they are selling a different show with the same numbers.

SHARC is a four-party, social dilemma. It is based on the real life crisis in the northeastern fishing industry. It illustrates how asymmetry in interests and outcomes causes different interpretations of fairness. In this exercise, harvesting judgments are biased in an egocentric, self-serving manner. There is s solution in the version of SHARC that allows parties to preserve the resource. The Competitive Decision Making version of SHARC is an asymmetric social dilemma. The numbers are not the same as the regular version of SHARC. There is no solution in the Competitive Decision Making version of SHARC that allows parties to cut the harvest to the sustainable level of 2,500 metric tons and to maintain their profits. This is a much harder exercise than the generic version of SHARC, and we recommend it for more advanced MBA students. The teaching notes have been expanded for 2008. Prep Time: 30 mins Negotiation Time: 60 mins

Cartoon is a two-party, deal making exercise. It is the U.S. - Japanese version of Moms.com. Note: there are THREE versions of this exercise, two are US-Japanese, one is US-US. Consult the teaching notes in the instructor packet for information about the different versions. Preparation: 60-90 minutes Negotiation: 90 minutes There are THREE versions of this exercise. One cross-cultural version has a Japanese buyer, TXI, and a U.S. seller, Hollyfilm. The show is Indiana Smith. The other cross-cultural version has a Japanese seller, Gazi, and a U.S. buyer, WCHI, and the show is Ultra Rangers. The third version is U.S. buyer, WCHI and U.S. seller, Hollyfilm and the show is Ultra Rangers. You can choose one or the other cross cultural version or give half the class the Japanese buyer version and the other half the Japanese seller version. If you choose to assign half the class to one cross-cultural version and half the class to the other cross cultural version be aware that they are selling a different show with the same numbers.

SHARC is a four-party, social dilemma. It is based on the real-life crisis in the northeastern fishing industry. It illustrates how asymmetry in interests and outcomes causes different interpretations of fairness. In this exercise, harvesting judgments are biased in an egocentric, self-serving manner. There is s solution in the version of SHARC that allows parties to preserve the resource. Prep Time: 30 mins Negotiation Time: 60 mins Group Assignment: team on team or one on one

This simulation was written by Ann E. Tenbrunsel and Max H. Bazerman of the Dispute Resolution Research Center of the Kellogg Graduate School of Management and the Newspaper Management Center at Northwestern University. It was modified for the hospitality industry by Tony Simons at Cornell University. Roles: 2 Group Assignment: team on team or one on one

California Family is a two-party deal-making negotiation between a production company and a television station over the syndication of a sitcom. It can teach multiple forms of value creation in negotiation in a short program or course. Few students get everything they could have out of the exercise because of its many facets; thus, they could also benefit from its placement later in a course after they have learned a variety of useful negotiation strategies, yet with the realization that they still need to remain alert. Prep Time: 60 mins - 90 mins Negotiation Time: 60 mins - 90 mins

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When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be. Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions. Suggesting innovative individual and group tactics for improving human judgment, Blind Spots shows us how to secure a place for ethics in our workplaces, institutions, and daily lives.

SHARC is a four-party, social dilemma. It is based on the real life crisis in the northeastern fishing industry. It illustrates how asymmetry in interests and outcomes causes different interpretations of fairness. In this exercise, harvesting judgments are biased in an egocentric, self-serving manner. There is s solution in the version of SHARC that allows parties to preserve the resource.