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you are visitor #
since 1.5.07 |
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UST 433/PDD 527 
Elmwood Hospital
PRINT (AcrobatReader) 
(any changes will be announced in class) process |
 content |
 form |
 class presentation |
 grading |
| PROCESS |
Meet during class time and perform the negotiations described below.
You are part of a group unable to function if you are not present. In deference for your colleagues, make every effort to be present at this session.
- Form a large group with three roles -- Hospital administration, Community coalition, and Mediator (assigned in class).
- Before negotiations, read the materials carefully and prepare, recording your reasons for your choices (for example, establish your reservation price and list your reasons for it). Think of strategies (and keep notes for your reasons).
- Within each group, decisde who should play the several roles mentioned in the role scripts. Then discuss how the group will handle internal differences and how the different roles will be played.
- Strategize: all Community/Hospital/Mediator parrties shold get together in different corners of the room to discuss negotiaiton strategies.
- Begin negotiations. Throughout the process, pay particular attention to issues such as trust, character of the interactions (whether competitive or cooperative), the basis for decision making (the interplay of power, threats, bluff, problem solving, etc.). Also, pay attention to intra-group dynamics. Keep notes with your observations of process, and of the participants' behavior.
- Take breaks when needed (for example, to revise a team's strategy).
- Record your perception of the opponents’ strategy and reservation price, and changes in them as negotiations unfold. Also record changes in your own reservation price and strategy as more information becomes available. Keep an eye on the intra-group interactions in the opponent team, and think about how they affect your team's decisions, trust, etc.
- Record the settlement.
- Keep good notes for all the points you will need to discuss in the paper. You may or may not come to an agreement: either outcome is acceptable, as long as you will be able to analyze the reasons for it.
- Write the paper around your notes.
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6:00 -- 6:10 |
6:15 -- 6:25 |
6:30 -- 7:00 |
7:10 -- 9:10 |
9:15 -- 9:30 |
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Organize |
Read |
Strategize |
Begin play |
Record agreement |
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Form groups & teams |
Take notes |
Discuss plans with own group |
Negotiate a settlement |
(if there is one) |
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Pick group recorder |
Pick intra-group roles Think |
Discuss plans with others in same role |
Keep good notes |
Write down key impressions |
| CONTENT -- suggested structure |
- Title, Social Security Number (no name!!!)
- INTRODUCTORY SECTION: road map for the paper; describe the paper layout, your role, and your main conclusions.
- STAKEHOLDER ANALYSIS SECTION:
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- state your initial understanding of the issues;
- analyze your situation (interests, goals, reservation prices, alternatives, subjective likelihoods of events, power, strategy)
- analyze your partners’ situation in similar terms ("put yourself in your partners’ shoes" -- attempt to see the problem from their angle, rather than give an opinion on what that angle "should" have been ); if you are a mediator, do this for both parties; if you are a party, analyze the other and the mediator.
- state your initial understanding of the issues;
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- PROCESS ANALYSIS SECTION:
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- describe the negotiation in terms of decision rules, moves, outcome;
- review your original plans: did you follow them? Meet your objectives? Why or why not? (If a mediator) What were the parties' strategies?
- how did you create/distribute value?
- what tactics did you employ and how effective were they?
- how was power used by the parties and the mediator?
- did the mediator help or hinder? How? (If a party) What was the mediator's strategy? (If a mediator) What did the parties do to help or hinder the mediator's work?
- describe the negotiation in terms of decision rules, moves, outcome;
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- REFLECTIVE ANALYSIS SECTION:
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- evaluate the outcome for each party and for the mediator;
- how completely/easily did you identify with your role? (were there times when you acted more as yourself than as how you think the real parties would?)
- if in this position again, what would you do differently? Why?
- what did you notice or think about that would have helped people in the other roles be more effective in dealing with you in your role?
- evaluate the outcome for each party and for the mediator;
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- CONCLUSIONS SECTION:
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- what characteristics did this bargaining situation have that were different from those of other situations you are familiar with?
- what characteristics were unique to this situation and would be unlikely to be found elsewhere?
- what do you think you have learned that could be taken to other bargaining situations? (Do not forget to include references to the mediator wherever appropriate.)
- what characteristics did this bargaining situation have that were different from those of other situations you are familiar with?
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| FORM suggestions |
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- Back your statements with your reasoning.
- Label the statements that are not incontrovertible facts as your beliefs, & provide your reasoning for them in terms of facts & your values;
- Use conflict management concepts discussed in class wherever possible.
- Break your writing into sections and subsections (labeled not necessarily as above, but rather to reflect the content relevant to your paper).
- Write no more than 7 typewritten pages.
- Proof-read for typos and for completeness of sentences.
- Back your statements with your reasoning.
| Class Presentation |
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- prepare with your team to present your work;
- coordinate so all members of your group tell their stories and there is no overlap;
- try to make it as interesting as possible to your colleagues.
- prepare with your team to present your work;
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GRADING |
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- form: use of the proposed analytical structure, conciseness, clarity, attention to the difference between facts, beliefs and values and attribution to any sources used;
- content: logic and completeness of arguments, coverage of issues required, ability to derive some general insights from the specific case studied, contribution beyond insights offered in the case.
- presentation: use of class concepts to explain what happened in your group; clarity; ability to select and present in an interesting way some unique feature of the case or some lesson learned.
- Consult the instructor's WEB page for additional readings and resources.
- form: use of the proposed analytical structure, conciseness, clarity, attention to the difference between facts, beliefs and values and attribution to any sources used;
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