The following items are tagged Massachusetts Institute of Technology.
Adapted from “Handle with Care: Negotiating Strategic Alliances,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
Some business partnerships are more important than others. This is especially true in supply chains, where producers of key components can be irreplaceable.
Consider the relationship between two hypothetical companies, Brattlebury Corporation, which manufactures
So, you’ve decided to use an agent in your next negotiation. Now what?
It’s important not to rush headlong into the process of choosing an agent—picking the first one you speak to, for example, and sending him off to talks the next day. You need to choose your agent carefully, then establish a clear, detailed understanding of each other’s responsibilities and expectations. The following are critical steps in picking an agent and negotiating his contract.
Director of the Frederick S. Pardee Center for the Study of the Longer-Range Future and Professor of International Relations and Geography and the Environment at Boston University, Professor Najam also served as a Lead Author for the Intergovernmental Panel on Climate Change (IPCC), work for which the IPCC was awarded the 2007 Nobel Peace Prize
Daniel Shapiro, Ph.D., Associate Director of the Harvard Negotiation Project, is on the faculty at Harvard Law School and in the psychiatry department at Harvard Medical School/McLean Hospital. He also has been on the faculty at the Sloan School of Management, Massachusetts Institute of Technology. Dr. Shapiro holds a doctorate in clinical psychology and specializes in the psychology of negotiation.
Resolution of Intra-Institutional Disputes
Ombudsperson
Massachusetts Institute of Technology
M.I.T. 10-213
Cambridge, MA 02139
617-253-5921
http://web.mit.edu/ombud
Contact: Mary P. Rowe
mrowe@mit.edu
Non-paid research assistantships are available on a selected basis. Areas of research include: development of intra-institutional dispute resolution systems procedures, scientific and technical disputes within institutions, harassment of all kinds. Particular interest this year: the role of bystanders in conflict management.
Negotiation and Dispute Resolution in the Public Sector
MASSACHUSETTS INSTITUTE OF TECHNOLOGY (DUSP 11.225)
NOT OFFERED FALL 2012
Instructor:
Lawrence Susskind
Rm. 9-332
617-253-2026
Investigates social conflict and distributional disputes in the public sector. While theoretical aspects of conflict are considered, the focus is on the practice of consensus-building and dispute resolution in public policy settings. Comparisons between unassisted and assisted
Advanced Negotiation: Multiparty Negotiation, Group Decision Making, and Special Dispute Management Processes
FALL 2012
Instructors:
Robert C. Bordone and Rory Van Loo
Pre-requisite: Negotiation Workshop
In the fields of law, business, and public policy, many disputes and deals involve more than two parties. Building on the skills and concepts covered in the basic Negotiation Workshop, this advanced Workshop introduces students
Adapted from “Don’t Like Surprises? Hedge Your Bets with Contingent Agreements,” by Lawrence Susskind, Professor, Massachusetts Institute of Technology.
A town government and a private fuel-oil company have a standing contract that they have renewed for several years in a row. The contract is again up for renewal, and the town manager is under pressure from
International Environmental Negotiations
FLETCHER SCHOOL OF LAW AND DIPLOMACY (DHP P231)
MASSACHUSETTS INSTITUTE OF TECHNOLOGY (DUSP 11.364)
NOT OFFERED 2012-2013
Global environmental policy concerns (e.g., climate change, ozone depletion, deforestation, acid rain, ocean dumping, desertification, fisheries decline, biodiversity, and forest loss) have become increasingly important in international relations. This seminar looks at the problems of achieving development while maintaining
Edited by Professors Lawrence E. Susskind and Larry Crump, this collection makes a strong case for how and why multiparty negotiation should be treated as a distinct field of study. The editors argue that multiparty negotiations exhibit at least three features that distinguish them from two-party negotiations: coalitional behavior, demanding process management requirements, and highly
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