Establishment
Language of instruction
English
Teaching content
NEGOTIATION
This course occurs in the following program(s)
MSc in International Business Negotiation (MNG)
- Crédits ECTS: 2.00
Training officer(s)
F.LEMPP
Stakeholder(s)
F.LEMPP
Présentation
Prerequisite
Students should be familiar with basic concepts and approaches of negotiation (e.g. positional bargaining, interest-based negotiation)
Basic numeracy skills are required
Familiarity with role-play exercises is an advantage
Basic numeracy skills are required
Familiarity with role-play exercises is an advantage
Goal
At the end of the course, the student should be able to:
(1) Examine the actual decision-making processes
(2) Use basic techniques of decision theory to make smarter decisions
(3) Use the theory of simultaneous and sequential games to analyse the strategic inter-dependencies of parties in a negotiation
(4) Apply concepts of decision and game theory to real life bargaining and negotiation situations
(5) Understand the scope and limits of rational approaches to decision-making
(1) Examine the actual decision-making processes
(2) Use basic techniques of decision theory to make smarter decisions
(3) Use the theory of simultaneous and sequential games to analyse the strategic inter-dependencies of parties in a negotiation
(4) Apply concepts of decision and game theory to real life bargaining and negotiation situations
(5) Understand the scope and limits of rational approaches to decision-making
Presentation
Negotiators have to make many decisions before, during, and after a negotiation process. Often those decisions need to be made under time pressure and with limited access to information. The situation is further complicated in that the outcome of a negotiation depends not only on one party’s decisions, but on those of all parties involved. This course introduces students to the basics of decision and game theory with a view to make them smarter decision-makers and develop their awareness for the strategic inter-dependencies between negotiators. It concludes with a critical discussion of the limits of rational decision-making and the cognitive biases that often govern negotiators’ decision-making in practice. The course incorporates decision-making exercises, role-playing games, and in-class discussions to facilitate students’ learning.
Modalités
Organization
Type | Amount of time | Comment | |
---|---|---|---|
Face to face | |||
lecture | 12,00 | ||
Interactive class | 4,00 | ||
Independent work | |||
Reference manual 's readings | 12,00 | ||
Independent study | |||
Estimated personal workload | 22,00 | ||
Overall student workload | 50,00 |
Evaluation
1 take-home assignment including 3 problem questions and 1 open-ended question on decision theory and 3 problem questions and 1 open-ended question on game theory
Control type | Duration | Amount | Weighting |
---|---|---|---|
Continuous assessment | |||
Participation | 16,00 | 0 | 20,00 |
Others | |||
Case study | 4,00 | 1 | 40,00 |
Written Report | 4,00 | 1 | 40,00 |
TOTAL | 100,00 |
Ressources
Bibliography
Lecture notes (to be provided at the beginning of the course) -
Game theory at work (2003) by James D. Miller; McGraw-Hill: New York -
Games for business and economics, 2nd edition (2003) by Roy Gardner; Wiley: Hoboken, NJ -
Game theory at work (2003) by James D. Miller; McGraw-Hill: New York -
Games for business and economics, 2nd edition (2003) by Roy Gardner; Wiley: Hoboken, NJ -