from $0.00
Free review copies of non-English Teacher’s Packages will be emailed upon request. Please contact chouse@law.harvard.edu or telephone 800-258-4406 (within the U.S.) or 781-966-2751 (outside the U.S.)
SCENARIO:
Jamie Jackson, the Vice President for Programming at a large software company, is meeting with Allison Shore, one of the programming managers. Allison’s team has been working on a “virtual casino” computer game. Jamie is concerned about negative internal reviews of the Casino prototype, and about the way in which Allison has been managing her programmers. Allison, on the other hand, is insulted by some recent unfriendly treatment from her colleagues and the negative reaction to Casino. She is also convinced that she is paid less than her male counterparts. Though the main objective of this meeting is to determine the fate of the Casino program, the various side issues should make the meeting interesting.
This case is particularly well-suited for use in connection with the book “Difficult Conversations,” also available through the Clearinghouse.
MECHANICS:
The parties’ instructions require at least 15 minutes to read and analyze. Negotiation can take 30 minutes; review can last anywhere from 30-60 minutes.
MAJOR LESSONS:
- Those parties willing to consider the perceptions and interests of the other party as relevant can usually engage effectively in mutually beneficial joint problem solving.
- The skills involved in separating the people from the problem are especially apropos in this negotiation as emotions between formerly friendly people may run high.
- If the participants choose to try to resolve workplace environment difficulties, they must face the difficulties of ordering the behavior of those around them.
PROCESS THEMES:
BATNA; Disclosure; Issues of difference; Fairness; Interests, dovetailing; Interests, internal ordering; Objective criteria; Partisan perceptions; Power imbalance