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Establishment
Language of instruction
English
Teaching content
NEGOTIATION
This course occurs in the following program(s)
IESEG Degree - Programme Grande École
- Crédits ECTS: 2.00
Training officer(s)
AS.DE PAUW
Stakeholder(s)
AS.DE PAUW
Présentation
Prerequisite
It is recommended that students attending the course have a prerequisite knowledge of the existing negotiation types (distributive, integrative, one party-one issue, multi-party-multi-issue,…) and basic concepts in negotiation (Batna, Zopa, Target, Reservation price,…). It is therefore recommended - but not required - that students have taken a course on negotiation skills before participating in the course on Decision making for Managers.
Goal
At the end of the course, the student should be able to:
- Construct expert knowledge from cutting-edge information (Understand and define the basic rules and concepts of decision-making in a managerial context; Define the main decision-making traps and how to deal with them; Understand the boundaries of the 'rational decision-maker'; Understand the differences between individual and group decision-making)
- Successfully collaborate within a intercultural team
- Define social dilemmas arising from team decision-making and their underlying dynamics
- Solve professional dilemmas using concepts of CSR and ethics (Achieve and promote ethical decision making in teams and organizations)
- Apply persuasion techniques and understand the role of trust building in the decision-making process
- Demonstrate an international mindset (Understand the broader implications of managerial decisions on an international and intercultural level)
- Integrate different skills and management disciplines in support of interdisciplinary responsibilities (Link findings from decision-making research to (international) negotiations)
- Construct expert knowledge from cutting-edge information (Understand and define the basic rules and concepts of decision-making in a managerial context; Define the main decision-making traps and how to deal with them; Understand the boundaries of the 'rational decision-maker'; Understand the differences between individual and group decision-making)
- Successfully collaborate within a intercultural team
- Define social dilemmas arising from team decision-making and their underlying dynamics
- Solve professional dilemmas using concepts of CSR and ethics (Achieve and promote ethical decision making in teams and organizations)
- Apply persuasion techniques and understand the role of trust building in the decision-making process
- Demonstrate an international mindset (Understand the broader implications of managerial decisions on an international and intercultural level)
- Integrate different skills and management disciplines in support of interdisciplinary responsibilities (Link findings from decision-making research to (international) negotiations)
Presentation
The course is highly interactive with many exercises and simulations. The content is learned in a combination of class lectures, practical assigments, simulations, and class discussions.
The following topics will be covered:
- Rules and concepts of decision making in a managerial context
- Decision making traps and biases
- Individual and group decision making: mechanisms, dynamics and differences
- Social dilemmas: types and applications in managerial practice
- Introduction to behavioral economics
- Decision games
- Social values and ethical decision-making
- Impact of emotions on decision-making
- Representative negotiations, constituencies, subgroups and coalitions: how findings on games and decision-making literature contribute to the design of more effective negotiation strategies and result in better negotiation outcomes
The following topics will be covered:
- Rules and concepts of decision making in a managerial context
- Decision making traps and biases
- Individual and group decision making: mechanisms, dynamics and differences
- Social dilemmas: types and applications in managerial practice
- Introduction to behavioral economics
- Decision games
- Social values and ethical decision-making
- Impact of emotions on decision-making
- Representative negotiations, constituencies, subgroups and coalitions: how findings on games and decision-making literature contribute to the design of more effective negotiation strategies and result in better negotiation outcomes
Modalités
Organization
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours interactif | 16,00 | Experiential learning (role plays, case studies), classroom reflections, individual coaching. Presence in the course is required, and participation is evaluated. | |
| Coaching | 4,00 | ndividual and group feedback based on decision making simulation exercises. | |
| Autoformation | |||
| Lecture du manuel de référence | 4,00 | Chapter on hidden traps in decision making and preparatory homework. | |
| E-Learning | 2,00 | On-line library of fragments related to decision-making. | |
| Travail personnel | |||
| Group Project | 6,00 | Group presentation preparation, and delivery in class. | |
| Charge de travail personnel indicative | 8,00 | Preparatory homework before and during the course, role play instructions of simulations. | |
| Overall student workload | 40,00 | ||
Evaluation
Students are assessed in multiple ways, for their work inside and outside of the classroom:
- Participation in class: presence, cooperation in simulations, active participation in discussions (20%)
- Homework before and during the course: individual paper, role descriptions of simulations, preparatory calculations for the cases (30%)
- Group presentation in class (20%)
- Final exam: consists of two parts (MCQ + open questions) all based on the materials covered in class and literature (30%)
- Participation in class: presence, cooperation in simulations, active participation in discussions (20%)
- Homework before and during the course: individual paper, role descriptions of simulations, preparatory calculations for the cases (30%)
- Group presentation in class (20%)
- Final exam: consists of two parts (MCQ + open questions) all based on the materials covered in class and literature (30%)
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| QCM | 1,00 | 0 | 22,00 |
| Participation | 16,00 | 0 | 20,00 |
| Présentation orale | 2,00 | 0 | 20,00 |
| Autres | |||
| Rapport écrit | 4,00 | 0 | 30,00 |
| Examen (final) | |||
| Examen écrit | 1,00 | 0 | 8,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliography
Social dilemmas (Komorita & Parks, 1996) -
An introduction to behavioral economics (Wilckinson, 2007) -
The mind and heart of the negotiator (Leigh Thompson, 2013) -
Social decision-making. Social dilemmas, social values and ethical judgments (Kramer, Tenbrunsel, & Bazerman, 2010) -
An introduction to behavioral economics (Wilckinson, 2007) -
The mind and heart of the negotiator (Leigh Thompson, 2013) -
Social decision-making. Social dilemmas, social values and ethical judgments (Kramer, Tenbrunsel, & Bazerman, 2010) -
Internet resources