06240158 - Effective Leadership and Negociation

Credit hour 3
Total number of hours 24
Number of hours for lectures 24


Thomas Guedj
Fabio Saliba


Part 1 (Thomas Guedj):
This workshop aims at improving your interpersonal skills in negotiation situations. Beyond theories, how do you actually prepare, implement, and debrief a negotiation strategy in order to reach a deal or to solve a conflict? Are you able to ask appropriate questions, or to present convincing arguments to a client, to a business partner or a lawyer? Are you creative in developing options which are rooted in criteria of legitimacy? How do you react to a question or to an argument from the other side? Are you able to overcome different obstacles to successful negotiations: cognitive, emotional, institutional, cultural, etc.? In other words, aware of how you really behave in negotiation contexts, should you behave the same way, or differently? How can you learn to be a better negotiator?

Part 2 (Fabio Saliba):
Leadership has been described as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task". For example, some understand a leader simply as somebody whom people follow, or as somebody who guides or directs others, while others define leadership as "organizing a group of people to achieve a common goal". Studies of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. We will study and identify the steps of the leadership process.

  • The Negotiator’s Dilemma vs. Prisoner’s Dilemma
  • The three tensions in negotiation:
  • Creating value vs. claiming value
  • Empathy vs. assertiveness
  • Agent vs. principal
  • Correcting information differences and partisan perception
  • Psychological profile of the negotiator: are you a price-maker or a price-taker?
  • The Mechanics of Positional Bargaining
  • Principled Negotiation
  • The seven elements of preparation
  • Integrative vs. distributive tactics
  • Interpersonal skills for the negotiator
  • Negotiating through agents
  • Negotiating with difficult people
  • Overcoming cognitive biases

  • Cognitive skills
    • Overcome cognitive barriers in negotiation
    • Learning how to really learn from experience
  • Subject specific skills
    • Turn differences into mutual gain
    • Prepare negotiations through a structured 7-step method
    • Deal separately with issues of substance, relationship and process in a negotiation
  • General/transferable skills
    • Making better deals and contracts, especially in international contexts
    • Enhancing participants' negotiation skills, broadening their repertoire
  • Learning basic dispute resolution tools
  • Personal and social skills
    • Increase students’ interpersonal skills


Part 1 (Thomas Guedj):
Intensive workshop with a pragmatic, hands-on approach

2 objectives:
One is descriptive ("who am I as a negotiator?") and the other one is prescriptive ("how to become a more effective negotiator")

Program :
  • win/lose versus win/win approach
  • cooperation versus competition
  • prisoner's dilemma versus negotiator's dilemma
  • positional bargaining versus principled negotiation
  • single issue versus multi issues
  • substance versus relationship
  • reason versus emotions
  • empathy versus assertiveness

Part 2 (Fabio Saliba):
  • The historical basis of leadership development
  • Understanding the types of leadership and identify the most suitable for a high performance team
  • Negotiation for achieving development goals
  • Persuading, Influencing and Negotiating Skills
  • Leadership development



Part 1:
  • Axelrod, Robert. The Evolution of Cooperation. New York: Basic Books, 1984.
  • Fisher, Roger, Ury, William & Patton, Bruce. Getting to Yes. Penguin, 1991.
  • Fisher, Roger & Ertel, Danny. Getting Ready to Negotiate. New York: Penguin, 1995.
  • Lax, David & Sebenius, James. The Manager as Negotiator. New York: The Free Press, 1986.
  • Mnookin, Robert; Peppet, Scott & Tulumello, Andrew. "The Tension between Empathy and Assertiveness" Negotiation Journal XII (1996) 3, 217-230.
  • Neale, Margaret & Bazerman, Max. Cognition and Rationality in Negotiation. New York: The Free Press, 1991.
  • Raiffa, Howard. The Art and Science of Negotiation. Cambridge, MA: Belknap Press of Harvard University Press, 1982.
  • Ury, William. Getting Past No. New York: Bantam Books, 1993.

Part 2:
  • Dan Ciampa, Dan and Watkins, Michael, Right from the Start: Taking Charge in a New Leadership Role, 1999.
  • Watkins, Michael, Shaping the Game: The New Leader's Guide to Effective Negotiating, 2006.
  • Watkins, Michael, Your Next Move: The Leader's Guide to Navigating Major Career Transitions, 2009.


Part 1:
  • Heen, Patton and Stone, Difficult conversation, Viking (Penguin Putnam Group, New York, 1999
  • Ross, Lee. Reactive devaluation in negotiation and conflict resolution. In Arrow, K., Mnookin, R., & alii. (eds.) Barriers to Conflict Resolution. New York: Norton, 1995, 26-42.
  • Ury, William; Brett, Jeanne et Goldberg, Stephen. Getting Disputes Resolved: Designing Systems to
  • Cut the Cost of Conflict. Cambridge, MA : Program on Negotiation Books, 1988.

Part 2:
  • Kenneth H. Blanchard , Spencer Johnson: The New One Minute Manager, 2015
  • Simon Sinek : Start with Why, How Great Leaders Inspire Everyone to Take Action, 2011
  • Tom Rath, Gallup Press: Strengths Based Leadership, Great Leaders, Teams, and Why People Follow, 2009


Part 1:
  • Cuddy, Amy (2016). Presence: bringing your boldest self to your biggest challenges, Orion Books.
  • Grant, Adam (2013). Give and take : a revolutionary approach to success, Viking: New York.
  • Ury, William (2015). Getting to Yes with yourself: and other worthy opponents, HarperCollins.

Part 2:
  • Paper 1 - Program on Negotiation at Harvard : Managing Expectations in Negotiations, Good negotiation examples about the importance of managing your counterpart's expectations while negotiating. By start link pon staff. October, 2016
  • Paper 2 - Ethical leadership in the salesforce: effects on salesperson customer orientation, commitment to customer value and job stress. Publisher: Emerald Group Publishing Limited. February, 2016


Continuing Examination
Nature of student work and proportion weight:
Part 1: Journal collecting personal views on negotiation (50%)
Part 2: Description of a real situation of negotiation (50%)

Additional Information


Part 1 (Thomas Guedj):
Participants will be presented with practical simulations that they will be asked to prepare at home before class, to play with their classmates, in pairs or in teams, and finally to debrief with the entire group. Summary lectures will end each session. The whole pedagogy is based on “telling, showing and doing” in order for each participant to progressively elaborate a more efficient personal negotiation method.

Students need to actively participate in class. Preparation of simulations before class is therefore required. Participants must not miss any session. Should they miss more than one, they would not qualify for credit.

After each class day, participants will write their journal, where they report their daily personal experience. This work is subjective, should recall theory only to link it with practice, in the simulations or in everyday life. Information that the journal contains is kept confidential by the instructor. It should not, and will not be communicated to other students. Two weeks after the end of the workshop, participants will hand in their final journal which summarizes their workshop through daily entries, and which uses italics to differentiate elements which have been added to the daily entries.

Part 2 (Fabio Saliba):
Theoretical oral presentation with computer support
Presentation of real situations on leadership and negotiation


Part 1 (Thomas Guedj):
Read "Getting to Yes" by Roger Fisher, William Ury and Bruce Patton (Penguin, 1991)

Part 2 (Fabio Saliba):
Only professional experience in a business environment