Curriculum Integration

Educational program integrationâ has been distinguished among the most progressive academic procedures in the interdisciplinary way to deal with training. Julie Thompson Klein (2006) clarified that in educational program integration, â€Å"Disciplinary and subject limits are obscured and associations magnified†¦Integration turns into the motivation behind instruction, not just a device. In understudy focused educational programs, the students’ universes, not a school-or government-commanded schedule, become the core of learning.Students even take an interest in choosing the topics and issues they will study, and they regularly cooperate cooperatively. †Ã‚ (Klein 2006, p. 14). Instructors originally investigated the idea of incorporating educational plan during the 1890s. Throughout the years, there have been various instructive scientists, e. g. , Susan Drake, Heidi Hayes Jacobs, James Beane and Gordon Vars, who have depicted different understandings of educatio nal program mix, alluding to the educational program as interlaced, associated, topical, interdisciplinary, multidisciplinary, related, connected and holistic.Many teachers, e. g. , Robin Fogarty, go past a solitary meaning of educational plan reconciliation and view it rather as a continuum. Besides, educational program combination means to improve students’ interdisciplinary understanding, characterized asâ â€Å"the ability to coordinate information and methods of deduction in at least two orders to create psychological headway †e. g. clarifying a marvel, taking care of an issue, making an item, bringing up another issue †in manners that would have been improbable through single disciplinary methods. †Ã‚ (Klein 2006, p. 5) While the genuine starting points of the hypothesis of incorporation are various and wide-extending, a general accord recognizes crafted by German instructor Johann Herbart (1776-1841) as the â€Å"germ† of the cutting edge mix d evelopment. From Herbartian beginnings, the principal half of the twentieth century saw an advancement of educational plan reconciliation through the task approach, central subjects development, and issue focused main subjects (Klein 2006). Each included fluctuating degrees of need moving from discrete subject information securing to critical thinking encounters that incorporated disciplinary learning.That period additionally mirrored the impact of John Dewey’s sees on the social reasons for training. Teachers intrigued by joining started to consider the school’s job in extending majority rule government and empowering the advancement of qualities and aptitudes vital for the â€Å"common life. † (Beane 1997) Beane (1997) characterized educational plan combination asâ â€Å"curriculum structure that is worried about upgrading the opportunities for individual and social incorporation through the association of educational plan around huge issues and issues, coop eratively distinguished by teachers and youngsters, without respect for branch of knowledge limits.  (Beane 1997, p. x-xi) Teachers who receive this sort of educational program need to make a few moves in the customary educator understudy relationship, for example, sharing dynamic with understudies, concentrating more on understudy worries than foreordained substance rules, learning alongside understudies in new zones, and paying attention to understudy developments of importance. The advantage to taking on such a difficult job is the improved relations with understudies in these classrooms.By setting understudies at the focal point of all learning tries, these instructors will in general have less curricular clashes and homeroom the board issues. (Beane 1997) Curriculum coordination is plainly a long way from taking the simple street, yet it likely could be justified, despite all the trouble. Educational program mix can be portrayed as a way to deal with instructing and discoveri ng that depends on both way of thinking and common sense. It can for the most part be characterized as an educational plan approach that intentionally draws together information, abilities, mentalities and qualities from inside or across branches of knowledge to build up an all the more impressive comprehension of key ideas.Curriculum joining happens when segments of the educational program are associated and related in important manners by both the understudies and instructors. Educational program joining is in excess of a bunching of related learning results. The determination of learning encounters ought to be founded on the degree to which they advance or widen and affirm understanding. There is nobody most ideal approach to coordinate the educational plan; in any case, the accompanying key prerequisites ought to be met for fruitful combination.

The Lady and the Tiger Reading Response Free Essays

Emma Olmstead Period 4 3-3-12 Class number 14 The Lady or the Tiger By: Frank Stockton This story leaves the peruser loaded up with interest. The writer doesn’t make the end, or consummation, clear, and rather, leaves the peruser to choose how they see, or need the story to end. â€Å"And so I leave it with every one of you! Which came out of the opened entryway the woman, or the tiger? (page ) If I needed to make an expectation to figure the outcome, I would think it was the tiger that came out by the pieces of information/implies all through the storyline. We will compose a custom article test on The Lady and the Tiger Reading Response or on the other hand any comparable subject just for you Request Now The leader of the town has an intriguing method of rebuffing crooks, and individuals from the town can even decide to watch-on the off chance that they are sufficiently daring to watch a repulsive scene or watch an amusing occasion that is sudden to occur, except if they may definitely realize what will happen obviously. The king’s sweetheart remained in the crowd realizing which was behind the two entryways. She likewise knew who the woman was-the most attractive and loveliest of the maidens of who could have been chosen as the award of the blamed youth, and she abhorred this woman. So the most likely or sensible result would be that she needed him to languish instead of over him to wed and begin to look all starry eyed at a ladies whom she disdained. I despite everything wonder why the creator made the consummation the manner in which it was. I think this story shows how your activities might cost you your life. In the wake of perusing this story, I will consistently ponder what I do-what is correct and what's up. In spite of the fact that this story is depicted as in a semi-uncouth town, it despite everything shows an exceptionally significant message. I truly delighted in this story and it can truly show somebody a significant exercise to settle on their choices in life shrewdly. Word Count: 317 words The most effective method to refer to The Lady and the Tiger Reading Response, Essay models

Orthostatic Tolerance

Orthostatic Tolerance [by Ken Haggerty 11] ABOVE: How We Make Someone Invisible, 1 (2010): India ink on Mylar. I will admit upfront that I am a bit, if not a byte, more of a museum nerd than your typical MIT student, which is why this exhibit makes me so happy. The List Visual Arts Centers current exhibit of Tavares Strachans show, Orthostatic Tolerance: It Might Not Be Such a Bad Idea if I Never Went Home, is really one of the best exhibits I have seen anywhere and is easily my favorite LVAC exhibit that Ive attended. (And Im not just saying that because I am writing a blog for MIT Admissions that is supposed to highlight the best of MITs arts community.) For those both within and outside of the Institute who have not yet visited, the List Visual Arts Center [LVAC] is MITs official art museum. The center launches five to eight exhibits each year highlighting the work of a visiting artist (often an artist-in-residence), but it also organizes various other programs, including the Student Loan Art Program and Percent-for-Art program responsible for contributing new works of public art to campus. The museum itself is located in the old Media Lab building (HERE!) on the first floor and is free to everyone :) Those artists who show their work at LVAC do not necessarily have to produce any new work for the show, but Tavares, a space and technology afficionado, collaborated with various research groups, including the 3D Optical Systems Group and the MIT Sea Grant College Program, to develop novel and advanced works of art which could only be created at MIT. All of Tavaress work, though, is interdiscplinary in nature and stems from a desire to establish the Bahamas Aerospace Sea Exploration Center [BASEC], a dreamed-of educational center in his [Tavaress] homeland. I had the great pleasure of attending an LVAC Gallery Talk with Tavares himself back on June 3rd with Li Brunetto 12 (a talented artist in her own right), Mark Linga (educator for LVAC), and Leila Kinney (Director of Arts Initiatives at MIT, who runs ARTalk) in the middle of a hailstorm, so thankfully we all stayed dried and didnt break any umbrellas. ABOVE: LVAC Gallery Talk with artist Tavares Strachan. (Photo by Mark Linga) What I like about Tavaress work is both how interdisciplinary it is and how methodical his process is. As Marshall McLuhan famously said, the medium is the message, and in Tavaress case, the medium is transparentliterally. ABOVE: What Will Be Remembered in the Face of All that Is Forgotten (2010): Hand-blown glass circulatory system, 900 gallons of mineral oil, Plexiglas tank, steel base. The drawing at the top of this blog is a study done in India ink on Mylar for the piece above. As you cant see, the cube contains a hand-blown hollow glass replica of a human circulatory system. The reason you cant see it is because it is immersed in mineral oil, which possesses the same refractive index as glass. Even in person, you can only see hints of it, usually when someone else walks on the other side of the sculpture. ABOVE: C.W. Sawyer, D.W. Davis, and H.O. Nash (2010): Calcium carbonate. In the distance is Purplish Blue Light (2010): Hand-blown glass underwater vehicle, 100 gallons of mineral oil, plastic, computer systems, and Plexiglas tank. Purplish Blue Light was made in collaboration with the MIT Sea Grant College Program and mimics the motion of the waves in the Bahamas in real time. Tavaress work tends to be symbolic and suggestive of themes of exploration, failure, and homeland. One of his piecesthree chairs made from calcium carbonate (i.e., chalk)is named after three schools in the Bahamas which are themselves named after prominent Bahamian educators. Tavares chose calcium carbonate because, in addition to being a medium of pedagogy, the islands of the Bahamas are composed largely of calcium carbonate. Another piece dramatically balances and exploded spacesuit over the viewers head, surrounded by black walls and preparatory drawings in India ink on Mylar. ABOVE: Finding My Way Home (2010): Cast resin and steel. (Photo courtesy of Mark Linga/LVAC) What I also like is the staging of the exhibit itself. As an architecture minor, I appreciate the attention to detail regarding how the pieces are placed. Makng art is one talent, but presenting it is another. Even though some pieces are new and others are old, all feel very much cohesive and uniform in both aesthetic and theme. Its great whether youre an art scholar or art novice. ABOVE: A rocket made entirely of glass (L) and a robotic rover (R) are in a second smaller gallery just across from the main gallery. Dont miss them! (Photos courtesy of Mark Linga/LVAC) Orthostatic Tolerance runs through July 11. The gallery is open every day except Monday from 12-6pm and is open until 8pm on Thursdays. Additionally, theres a Gallery Talk with Mark Linga of LVAC and Sarah Hammond of MITs Sea Grant Program tomorrow (6/24) at 6:00pm, and I would definitely encourage you to go.

Globalization Is A Threat Or An Opportunity For Economies...

Did you know that the United States population grew almost 400% in two decades because of newcomers? Is globalization a threat or an opportunity for economies worldwide? Would individuals consider a globalized effort to change, a better living for themselves? How come there are different views of globalization when towards the end, globalization is helping different backgrounds and cultures come together and benefit from one another? Globalization is definitely an opportunity for economies worldwide, because throughout the years, more countries have shown progress by adapting to modern lifestyles. There has been an increase in diversity, however, different groups of individuals have taken this analysis in two different paths. In most situations, there are advantages and disadvantages, and society has made individuals come to a realization that our increasingly globalized culture will affect our future lifestyles when it comes to several issues like immigration, the economy, and poli tics. An increasing globalized culture must be approached with caution to increase cultural awareness in order to stop the eventual depletion of economies, and to discover new ways to adapt to a more dependable political system. It is understandable that people are trying to prevent any kind of harm from newcomers to their country, that they want the best for their loved ones, and that they want to live in a dependable environment. However, in the essay Shooting an Elephant, George OrwellShow MoreRelatedWhy Globalization Is a Threat to International Business1302 Words   |  5 PagesMany see globalization as an opportunity for international business, but it is clearly a threat. The expression globalisation has obtained impressive emotive energy. Some perspective it as a process that is advantageous a key to future world investment improvement and likewise inexorable and irreversible. Others respect it with danger, even fear, accepting that it builds favouritism inside and between countries, debilitates business and living measures and defeats social advancement. This shortRead MoreGlobalization And Globalization1050 Words   |  5 PagesPAPER Topic Choice 18: â€Å"On balance, globalization expands rather than contracts opportunities for economic prosperity around the world.† Why do you agree or disagree with this statement? Please support your answer with appropriate examples. Globalization has impacted almost every part of the modern world; it can be characterized by economic, political, and cultural integration. Economic globalization refers to the increasing interdependence of world economies as a result of the growing scale ofRead MoreGlobalization Is A Concept That Can Be Difficult1627 Words   |  7 PagesGlobalization is a concept that can be difficult to fully comprehend, because it is influenced by the theoretical underpinnings of governance, economics, politics, and even culture. Stief (2014) describes globalization as, â€Å"the process of increased interconnectedness among countries most notably in the areas of economics, politics, and culture† (para. 2). As technology bridges the knowledge gap and creates avenues, venues, and networks to connect people, processes, and businesses, the level of generalRead MoreThe Social Justice Issue Of Globalization839 Words   |  4 Pagessocial justice issue of globalization, which it stems out to many other issues like inequality in wealth, poverty, unjust wages, and bad practices in policies. First, we must define globalization. Defined as the significant effects of an international economy. It includes economies like communism and capitalism. Moving away from communistic economies and building more into capitalistic economy. Capitalism the economy of America and therefore at the center of international economy as important and keyRead MoreGlobalizaiton1686 Words   |  7 PagesGlobalization Globalization is defined as the worldwide interdependence of resource flows, product markets and business competition that characterize our new economy. It is hardly unnoticeable how countries, organizations, people, resources, money, services and information are all interrelated globally. Thanks to the improvements in communication and transportation technologies, such interrelation is more and more achieved. There are many positive effects of globalization such as the rise of someRead MoreImpact Of Globalization On Higher Education1631 Words   |  7 PagesGlobalization which is defined as the process which breaks down the barrier of geography, legality and politics among countries (Scholte, 2002, cited in Baburajan, 2011) has become a fashionable term of recent decades. It enables people worldwide to experience the unprecedented changes in various aspects of their life, varying from study to entertainment. This immediate prevalence of globalization plays an increasingly vital rol e in higher education and creates opportunities for people to continueRead MoreCharacteristics Of Economic Globalization893 Words   |  4 Pages Economic Globalization: An Analysis of Main Features and Effects Economic globalization refers to the â€Å"increasing interdependence of world economies† (Shangquan, 2000), as a result of free movement of goods, services, technology, capital, and information between countries and across borders. It is one of the three main areas of globalization; economic globalization moves at an increasingly fast pace as movement across borders progresses. While economic globalization has had many benefits and positiveRead MoreGlobalization Is Not An Irreversible Process1502 Words   |  7 Pages Globalization has become a clichà © in everyday habit, the idea is not new. The initial trend of globalization took place between 1870 and 1914. This was triggered by a combination of falling costs in transportation and a reduction in trade barriers, which opened up the possibility for a productive use of land .This wave of globalization ground to a halt in 1914. Despite unprecedented growth in the economy and the reduction in poverty, the impa ct of globalization on inequality withinRead MorePositive Effects Of Globalization1361 Words   |  6 Pages Economic globalization refers to the â€Å"increasing interdependence of world economies† (Shangquan, 2000), as a result of free movement of goods, services, technology, capital, and information between countries and across borders. It is one of the three main areas of globalization; economic globalization moves at an increasingly fast pace as movement across borders progresses. While economic globalization has had many benefits and positive effects on both developed and under developed countries, itRead MoreThe Integration Of Globalization907 Words   |  4 PagesThe Relevancy of Globalization The term ‘globalization’ has become the paradigm of explaining the interconnectedness of the world and its inhabitants. While there are numerous definitions, the one coined by Gao Shangquan fits into context: Economic globalization refers to the increasing interdependence of world economies as a result of the growing scale of cross-border trade of commodities and services, flow of international capital and wide and rapid spread of technologies. Since the beginning

Social Marketing - 1446 Words

The health communications field has been rapidly changing over the past two decades. It has evolved from a one-dimensional reliance on public service announcements to a more sophisticated approach which draws from successful techniques used by commercial marketers, termed social marketing. Rather than dictating the way that information is to be conveyed from the top-down, public health professionals are learning to listen to the needs and desires of the target audience themselves, and building the program from there. This focus on the consumer involves in-depth research and constant re-evaluation of every aspect of the program. In fact, research and evaluation together form the very cornerstone of the social marketing process. Social†¦show more content†¦For an intangible product, place is less clear-cut, but refers to decisions about the channels through which consumers are reached with information or training. This may include doctors offices, shopping malls, mass media vehicles or in-home demonstrations. Another element of place is deciding how to ensure accessibility of the offering and quality of the service delivery. By determining the activities and habits of the target audience, as well as their experience and satisfaction with the existing delivery system, researchers can pinpoint the most ideal means of distribution for the offering. Promotion Finally, the last P is promotion. Because of its visibility, this element is often mistakenly thought of as comprising the whole of social marketing. However, as can be seen by the previous discussion, it is only one piece. Promotion consists of the integrated use of advertising, public relations, promotions, media advocacy, personal selling and entertainment vehicles. The focus is on creating and sustaining demand for the product. 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3d Negotiation Free Essays

string(24) " to New York state law\." www. hbr. org Savvy negotiators not only play their cards well, they design the game in their favor even before they get to the table. We will write a custom essay sample on 3d Negotiation or any similar topic only for you Order Now Playing the Whole Game 3-D Negotiation by David A. Lax and James K. Sebenius Reprint R0311D Savvy negotiators not only play their cards well, they design the game in their favor even before they get to the table. 3-D Negotiation by David A. Lax and James K. Sebenius COPYRIGHT  © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. What stands between you and the yes you want? In our analysis of hundreds of negotiations, we’ve uncovered barriers in three complementary dimensions: The first is tactics; the second is deal design; and the third is setup. Each dimension is crucial, but many negotiators and much of the negotiation literature fixate on only the first two. For instance, most negotiation books focus on how executives can master tactics—interactions at the bargaining table. The common barriers to yes in this dimension include a lack of trust between parties, poor communication, and negotiators’ â€Å"hardball† attitudes. So the books offer useful tips on reading body language, adapting your style to the bargaining situation, listening actively, framing your case persuasively, deciding on offers and counteroffers, managing deadlines, countering dirty tricks, avoiding cross-cultural gaffes, and so on. The second dimension, that of deal design—or negotiators’ ability to draw up a deal at the table that creates lasting value—also receives attention. When a deal does not offer nough value to all sides, or when its structure won’t allow for success, effective 2-D negotiators work to diagnose underlying sources of economic and noneconomic value and then craft agreements that can unlock that value for the parties. Does some sort of trade between sides make sense and, if so, on what terms? Should it be a staged agreement, perhaps with contingencies and risk-sharing provisions? A deal with a more creative concept and structure? One that meets ego needs as well as economic ones? Beyond the interpersonal and deal design challenges executives face in 1-D and 2-D negotiations lie the 3-D obstacles—flaws in the negotiating setup itself. Common problems in this often-neglected third dimension include negotiating with the wrong parties or about the wrong set of issues, involving parties in the wrong sequence or at the wrong time, as well as incompatible or unattractive no-deal options. 3-D negotiators, however, reshape the scope and sequence of the game itself to achieve the desired outcome. Acting entrepre- harvard business review †¢ november 2003 page 1 -D Negotiation neurially, away from the table, they ensure that the right parties are approached in the right order to deal with the right issues, by the right means, at the right time, under the right set of expectations, and facing the right nodeal options. Former U. S. trade representative Charlene Barshefsky, who has negotiated with hundreds of companies, governments, and nongovernmental organizat ions to spearhead deals on goods, services, and intellectual property, characterizes successful 3-D negotiations this way: â€Å"Tactics at the table are only the cleanup work. Many people mistake tactics for the underlying substance and the relentless efforts away from the table that are needed to set up the most promising possible situation once you face your counterpart. When you know what you need and you have put a broader strategy in place, then negotiating tactics will flow. †1 3-D Negotiation in Practice Even managers who possess superior interpersonal skills in negotiations can fail when the barriers to agreement fall in the 3-D realm. During the 1960s, Kennecott Copper’s longterm, low-royalty contract governing its huge El Teniente mine in Chile was at high risk of renegotiation; the political situation in Chile had changed drastically since the contract was originally drawn up, rendering the terms of the deal unstable. Chile had what appeared to be a very attractive walkaway option—or in negotiation lingo, a BATNA (best alternative to negotiated agreement). By unilateral action, the Chilean government could radically change the financial terms of the deal or even expropriate the mine. Kennecott’s BATNA appeared poor: Submit to new terms or be expropriated. Imagine that Kennecott had adopted a 1-D strategy focusing primarily on interpersonal actions at the bargaining table. Using that approach, Kennecott’s management team would assess the personalities of the ministers with whom it would be negotiating. It would try to be culturally sensitive, and it might choose elegant restaurants in which to meet. Indeed, Kennecott’s team did take such sensible actions. But that approach wasn’t promising enough given the threatening realities of the situation. Chile’s officials seemed to hold all the cards: They didn’t need Kennecott to run the mine; the country had its own experienced David A. Lax (lax@negotiate. com) is a principal of Lax Sebenius, a negotiation-strategy consulting firm in Concord, Massachusetts. James K. Sebenius (jsebenius@hbs. edu) is the Gordon Donaldson Professor of Business Administration at Harvard Business School in Boston and a principal of Lax Sebenius. They are both members of the Negotiation Roundtable forum at Harvard Business School and the authors of 3-D Negotiation: Creating and Claiming Value for the Long Term, forthcoming from Harvard Business School Press. anagers and engineers. And Kennecott’s hands seemed tied: It couldn’t move the copper mine, nor did it have a lock on downstream processing or marketing of the valuable metal, nor any realistic prospect, as in a previous era, of calling in the U. S. fleet. Fortunately for Kennecott, its negotiators adopted a 3-D strategy a nd set up the impending talks most favorably. The team took six steps and changed the playing field altogether. First, somewhat to the government’s surprise, Kennecott offered to sell a majority equity interest in the mine to Chile. Second, to sweeten that offer, the company proposed using the proceeds from the sale of equity, along with money from an Export-Import Bank loan, to finance a large expansion of the mine. Third, it induced the Chilean government to guarantee this loan and make the guarantee subject to New York state law. You read "3d Negotiation" in category "Papers" Fourth, Kennecott insured as much as possible of its assets under a U. S. guarantee against expropriation. Fifth, it arranged for the expanded mine’s output to be sold under long-term contracts with North American and European customers. And sixth, the collection rights to these contracts were sold to a consortium of European, U. S. , and Japanese financial institutions. These actions fundamentally changed the negotiations. A larger mine, with Chile as the majority owner, meant a larger and more valuable pie for the host country: The proposal would result in more revenue for Chile and would address the country’s interest in maintaining at least nominal sovereignty over its own natural resources. Moreover, a broad array of customers, governments, and creditors now shared Kennecott’s concerns about future political changes in Chile and were highly skeptical of Chile’s capacity to run the mine efficiently over time. Instead of facing the original negotiation with Kennecott alone, Chile now effectively faced a multiparty negotiation with players who would have future dealings with that country—not only in the mining sector but also in the financial, industrial, legal, and public sectors. Chile’s original BATNA—to unceremoniously eject Kennecott—was now far less attractive than it had been at the outset, since hurting Kennecott put a wider set of Chile’s present and future interests at risk. And finally, the guarantees, insurance, and other contracts improved Kennecott’s BATNA. arvard business review †¢ november 2003 page 2 3-D Negotiation If an agreement were not reached and Chile acted to expropriate the operation, Kennecott would have a host of parties on its side. Though the mine was ultimately nationalized some years later, Chile’s worsened alternatives gave Kennecott a better operating position and additional years of cash flow compared w ith similar companies that did not take such actions. This case underscores our central message: Don’t just skillfully play the negotiating game you are handed; change its underlying design for the better. It is unlikely that 1-D tactical or interpersonal brilliance at the table—whether in the form of steely gazes, culturally sensitive remarks, or careful and considered listening to all parties—could have saved Kennecott from its fundamentally adverse bargaining position. Yet the 3-D moves the company made away from the table changed the negotiation’s setup (the parties involved, the interests they saw at stake, their BATNAs) and ultimately created more value for all involved—much of which Kennecott claimed for itself. How 3-D Moves Work Successful 3-D negotiators induce target players to say yes by improving the proposed deal, enhancing their own BATNAs, and worsening those of the other parties. 3-D players intend such moves mainly to claim value for them- selves but also to create value for all sides. Claiming Value. 3-D negotiators rely on several common practices in order to claim value, including soliciting outside offers or bringing new players into the game, sometimes to create a formal or informal auction. After negotiating a string of alliances and acquisitions that vaulted Millennium Pharmaceuticals from a small start-up in 1993 to a multibillion-dollar company less than a decade later, then–chief business officer Steve Holtzman explained the rationale for adding parties to the negotiations: â€Å"Whenever we feel there’s a possibility of a deal with someone, we immediately call six other people. It drives you nuts, trying to juggle them all. But number one, it will change the perception on the other side of the table. And number two, it will change your self-perception. If you believe that there are other people who are interested, your bluff is no longer a bluff; it’s real. It will come across with a whole other level of conviction. † (For more on Millennium, see â€Å"Strategic Deal-making at Millennium Pharmaceuticals,† HBS case no. 9-800032. ) While negotiators should generally try to improve their BATNAs, they should also be aware that some of the moves they make might inadvertently worsen their walkaway options. For instance, several years ago, we The Three Dimensions of Negotiation Our research shows that negotiations succeed or fail based on the attention executives pay to three common dimensions of deal making. Focus Common Barriers Interpersonal issues, poor communication, â€Å"hardball† attitudes Approach Act â€Å"at the table† to improve interpersonal processes and tactics Copyright  © 2003 Harvard Business School Publishing Corporation. All rights reserved. page 3 1-D 2-D 3-D Tactics (people and processes) Deal design (value and substance) Lack of feasible or desirable agreements Go â€Å"back to the drawing board† to design deals that unlock value that lasts Make moves â€Å"away from the table† to create a more favorable scope and sequence Setup (scope and sequence) Parties, issues, BATNAs, and other elements don’t support a viable process or valuable agreement harvard business review †¢ november 2003 3-D Negotiation worked with a U. S. manufacturing firm on its joint-venture negotiations in Mexico. The company had already researched possible cultural barriers and ranked its three potential partners according to the competencies it found most desirable in those companies. After approaching the negotiations in a culturally sensitive spirit, and in what had seemed a very logical sequence, the U. S. team had nevertheless come to an impasse with the most attractive partner. The team abandoned those talks and was now deep into the process with the second most desirable candidate—and again, things were going badly. Imagine subsequent negotiations with the third, barely acceptable, partner if the second set of talks had also foundered—in an industry where all would quickly know the results of earlier negotiations. As each set of negotiations failed, the U. S. irm’s BATNA—a deal with another Mexican company or no joint venture at all—became progressively worse. Fortunately, the U. S. company opened exploratory discussions with the third firm in parallel with the second. This helped the U. S. company to discover which potential partner actually made the most business sense, to avoid closing options prematurely, and to take ad vantage of the competition between the Mexican companies. The U. S. business should have arranged the process so that the prospect of a deal with the most desirable Mexican partner would function as its BATNA in talks with the second most desirable partner, and so on. In short, doing so would have created the equivalent of a simultaneous four-party negotiation (structured as one U. S. firm negotiating in parallel with each of the three Mexican firms) rather than three sequential two-party negotiations. This more promising 3-D setup would have greatly enhanced whatever 1-D cultural insight and tactical ingenuity the U. S. firm could muster. In addition to strengthening their own position, 3-D negotiators who add parties and issues to a deal can weaken the other side’s BATNA. For instance, when Edgar Bronfman, former CEO of Seagram’s and head f the World Jewish Congress, first approached Swiss banks asking them to compensate Holocaust survivors whose families’ assets had been unjustly held since World War II, he felt stonewalled. Swiss banking executives saw no reason to be forthcoming with Bronfman; they believed they were on strong legal ground because the restitution issue had been settled years ago. But after eight months of lobbying by Bronfman, the World Jewish Congress, and others, the negotiations were dramatically expanded—to the detriment of the Swiss. The bankers faced a de facto coalition of interests that credibly threatened the lucrative Swiss share of the public finance business in states such as California and New York. They faced the divestiture by huge U. S. pension funds of stock in Swiss banks as well as in all Swissbased companies; a delay in the merger between Swiss Bank and UBS over the â€Å"character fitness† license vital to doing business in New York; expensive and intrusive lawsuits brought by some of the most formidable U. S. class-action attorneys; and the wider displeasure of the U. S. overnment, which had become active in brokering a settlement. Given the bleak BATNA the Swiss bankers faced, it’s hardly surprising that the parties reached an agreement, including a commitment from the Swiss bankers to pay $1. 25 billion to survivors. It was, however, an almost unimaginable outcome at the beginning of the small, initially private game in which the Swiss seemed to hold all the cards. Another way for negotiators to claim value is to shift the issues under discussion and the interests at stake. Consider how Microsoft won the browser war negotiations. In 1996, AOL was in dire need of a cutting-edge Internet browser, and both Netscape and Microsoft were competing for the deal. The technically superior, market-dominant Netscape Navigator vied with the buggier Internet Explorer, which was then struggling for a market foothold but was considered by Bill Gates to be a strategic priority. A confident, even arrogant, Netscape pushed for a technically based â€Å"browser-for-dollars† deal. In the book aol. com, Jean Villanueva, a senior AOL executive, observed, â€Å"The deal was Netscape’s to lose. They were dominant. We needed to get what the market wanted. Most important, we saw ourselves as smaller companies fighting the same foe—Microsoft. † But when all was said and done, it was Microsoft that had etched a deal with AOL. The software giant would provide Explorer to AOL for free and had promised a series of technical adaptations in the future. Microsoft had also agreed that AOL client software would be bun- harvard business review †¢ november 2003 page 4 3-D Negotiation Microsoft shifted the negotiations from Netscape’s technical browser-for-dollars deal toward wider business issues on which it held a decisive edge. led with the new Windows operating system. Microsoft—a direct competitor to AOL— would place the AOL icon on the Windows desktop right next to the icon for its own online service, the Microsoft Network (MSN). AOL’s position on â€Å"the most valuable desktop real estate in the world† would permit it to reach an additional 50 million people per year at effectively no cos t, compared with its $40 to $80 per-customer acquisition cost incurred by â€Å"carpet bombing† the country with AOL disks. In effect, Bill Gates sacrificed the mediumterm position of MSN to his larger goal of winning the browser war. How did 3-D moves swing the negotiations in Microsoft’s favor? Microsoft’s Web browser was technically inferior to Netscape’s, so the chances of Microsoft winning on those grounds were poor, regardless of its negotiating skills and tactics at the table. Instead, Microsoft shifted the negotiations from Netscape’s technical browser-for-dollars deal toward wider business issues on which it held a decisive edge. Rather than focus on selling to the technologists, Microsoft concentrated on selling to AOL’s businesspeople. As AOL’s lead negotiator and head of business development, David Colburn, stated in his deposition to the Supreme Court in 1998, â€Å"The willingness of Microsoft to bundle AOL in some form with the Windows operating system was a critically important competitive factor that was impossible for Netscape to match. † Instead of trying to skillfully play a poor hand when dealing with party X on issues A and B, Microsoft changed the game toward a more compatible counterpart Y, emphasizing issues C, D, and E, on which it was strong. These examples of 3-D value-claiming moves conflict with the standard 1-D interpersonal approach to negotiation. Actions taken away from the table—sharply altering parties and issues, restructuring and resequencing the process, changing BATNAs—are not primarily about 1-D interpersonal skills but rather about enhancing the underlying setup of the negotiation itself. Creating Value. By adding complementary parties or issues to the negotiating process, 3D negotiators can not only claim value for themselves but also create more value for all parties involved. In Co-opetition, their influential book on business strategy, Adam Brandenburger and Barry Nalebuff explored the con- ept of the value net, or the collection of players whose potential combination and agreement can create value. 3-D negotiators often facilitate in the development of such value nets. They scan beyond their specific transactions for compatible players with complementary capabilities or valuations, and they craft agreements that profitably incorporate these players. The world of foreign affairs offers many examples in which potentially valuable bilateral deals can be impossible unless a third party with complementary interests is included. In a 1985 issue of Negotiation Journal, University of Toronto professor and international negotiation specialist Janice G. Stein wrote the following about the importance of Henry Kissinger’s 3-D role in a crucial Middle East negotiation: â€Å"The circular structure of payment was essential to promoting agreement among the parties. Egypt improved the image of the United States in the Arab world, especially among the oil-producing states; the United States gave Israel large amounts of military and financial aid; and Israel supplied Egypt with territory. Indeed, a bilateral exchange between Egypt and Israel would not have succeeded since each did not want what the other could supply. † In an example from the business world, the owners of a niche packaging company with an innovative technology and a novel product were deep in price negotiations to sell the company to one of three potential buyers, all of them larger packaging operations. Instead of mainly working with its bankers to make the case for a higher valuation and to refine its at-the-table tactics with each packaging industry player, the niche player took a 3-D approach. Its broader analysis suggested that one of its major customers, a large consumer goods firm, might particularly value having exclusive access to the niche player’s technologies and packaging products, so it brought the consumer goods firm into the deal. The move uncovered a completely new source of potential value—and a much higher potential selling price. It also increased the pressure on the larger packaging companies: They would face more competition and might not be able offer the same kind of exclusive, customized packaging service to their customers. The potential elements of a value net are not always obvious at the start of a negotia- arvard business review †¢ november 2003 page 5 3-D Negotiation Mapping Backward to Yes What does a sophisticated 3-D strategy look like? Consider the experience of Henry Iverson and his partners, who acquired Concord Pulp and Paper (CPP) for $8. 5 million in a highly leveraged transaction. (All company names and details have b een disguised. ) After the basic deal was done, they needed additional financing to make profitable improvements at CPP. Federal Street Bank (FSB) turned them down flat, even after they had used such 1-D tactics as persuasive appeals and elegant lunches. It was time to move into the 3-D realm. But first, some background. To acquire CPP from its creditors, Iverson and his partners had put up $700,000 in equity and obtained $7. 8 million in financing from FSB, consisting of a $1. 3 million short-term loan against receivables and a $6. 5 million loan against assets. Soon after, the opportunity arose for CPP to add a recovery boiler, which would increase plant capacity by 100 tons a day, improve overall quality and margins, and boost yearly net cash flow by $4. 1 million. The boiler would cut CPP’s emissions in its host town of Concord by 95%. Over a two-year construction period, the boiler project would cost $9 million, $6 million of which would go to Bathurst and Felson Engineering (BFE) and the rest to smaller contractors. The FSB loan officer who delivered the bad news cited the bank’s policies: â€Å"We will loan against 50% of unencumbered inventory and 80% of receivables. CPP has neither, and its capital structure is already 93% leveraged. † When Iverson pressed, he was told that if he had more equity, FSB might consider a short-term construction loan—but only if a credible third party would provide guaranteed takeout financing after two years. So Iverson used 3-D negotiating tactics to scan widely and map backward from his current predicament to establish the prior agreements (with as-yet uninvolved parties) that would maximize the chances of an ultimate yes from the bank. Involve UIC. Iverson approached two insurance companies for takeout financing. Unified Insurance Company (UIC) had the most attractive fee structure; Worldwide Insurance had higher fees and was uninterested. Both flatly stated, â€Å"CPP is too leveraged. † Moreover, UIC would only lend against the cash flow of fully completed projects. Iverson coaxed a deal letter from UIC: For a commitment fee plus a share of increased profits from the boiler, Unified agreed to lend, conditional on the successful completion of the project—and more equity in CPP’s capital structure. Involve the EDA. Iverson’s attempts to raise more equity from investors failed, so he dug further and learned that the U. S. Economic Development Administration (EDA) could make junior (subordinated) loans to firms for certified job-creating projects; the overall loan limit was equal to the number of jobs times $50,000. Since the recovery boiler project would generate at least 30 new full-time jobs, this implied a junior 1. 2. loan of up to $1. 5 million. However, the EDA loan had to be 50% matched by a Local Development Administration (LDA), which did not exist in Concord. At this point, Iverson took stock of the barriers: the engineer wouldn’t proceed without money and, in any case, wouldn’t guarantee more than the boiler itself—the only thing BFE would build. The rest of the required system would be complex. Local and regional contractors were in no position to guarantee the overall project. FSB wouldn’t do a construction loan without guaranteed takeout financing and more equity. UIC wouldn’t do permanent takeout financing without a successful project and more equity. The EDA wouldn’t lend without matching funds from the LDA and a guarantee of a successful, certified, job-creating project. And there was no LDA to certify the jobs or provide matching funds. Involve the Town of Concord. Undaunted, Iverson approached the 3. Concord Town Council and proposed that it form an LDA, which could raise matching funds, to facilitate the recovery boiler project. He argued that construction and operation of the project would create new jobs and dramatically cut CPP’s odors and pollution levels. And it would add at least $180,000 a year in property taxes if the new boiler were built. The council received these arguments favorably but, before committing, wanted assurances that the project would actually work. Involve Derano. In great need of some plausible guarantee of project success, Iverson approached Derano, a large, national (bondable) engineering, design, and project management firm. Derano expressed serious doubts about managing an already-designed project with BFE and local contractors in place. But by offering to pay above the normal fee, Iverson got Derano to manage the overall project and to give a nonrecourse performance â€Å"guarantee†Ã¢â‚¬â€all conditional on CPP’s raising project financing. 4. harvard business review †¢ november 2003 page 6 3-D Negotiation Concord Pulp and Paper starts negotiations for funding here Derano (national project management firm) †¢ funding Finish 5 Town of Concord â€Å"guaranteed† project †¢ less pollution †¢ more jobs †¢ lower taxes Start 1 Recovery Boiler Project Bathurst and Felson Engineering †¢ funding 4 2 Economic Development Administration †¢ LDA †¢ certified jobs †¢ matching funds Federal Street Bank †¢ more equity †¢ guaranteed takeout financing Unified Insurance Company †¢ more equity †¢ actual project 8 7 6 LDA Go back to Concor d with Derano deal. Carrying Derano’s letter that gave the provisional guarantee, Iverson revisited Concord’s Town Council, which agreed to create an LDA. The LDA would be instructed to issue bonds for $500,000, backed by tax revenue increases and presold to wealthy citizens, local and regional contractors, and other area businesses. As a government entity, the LDA would also formally certify the expected successful job-creation impact of the recovery-boiler project. Go back to the EDA with the Derano letter and the LDA commitments. Iverson approached the EDA, arm-in-arm with the Concord LDA, which brought matching fund commitments and its formal job certification 5. 6. along with Derano’s guarantee) of the boiler project. With this backing, EDA committed to a $1 million junior (subordinated) loan (plus the $500,000 matching loan from Concord’s LDA)— all conditional on Iverson’s obtaining construction and long-term financing. Go back to UIC to modify its â€Å"more equity† provision. Iverson successfully negotiated with Unified Insurance to modify the â€Å"more equity† term of its commitment l etter to include junior debt, since the EDA–LDA subordinated debt met UIC’s real interest in a greater financial cushion for the UIC loan. Go back to FSB with Derano, LDA and EDA commitments, and UIC modification. Returning to the bank, Iverson argued that EDA–LDA loans 7. 8. would provide the functional equivalent of FSB’s requirement for more equity. In making the case to the riskaverse loan officer, he tactfully noted that UIC, a â€Å"notoriously demanding creditor,† was willing to treat it as such to financially cushion UIC’s permanent financing. Surely that would be adequate to protect FSB’s brief twoyear exposure. With this condition met—and given Derano’s performance â€Å"guarantee† and the LDA’s certification—the bank agreed that UIC’s commitment letter met its interest in guaranteed takeout financing. FSB’s new construction-loan commitment unlocked the EDA–LDA money, which started funds flowing to Derano and BFE. And the project was launched. harvard business review †¢ november 2003 Copyright  © 2003 Harvard Business School Publishing Corporation. All rights reserved. 3 page 7 3-D Negotiation tion. For example, a U. S. European conservation group wished to preserve the maximum amount of rain-forest habitat in a South American country. From membership contributions and foundation support, the conservation group had U. S. dollars it could use (after converting the dollars to local currency at the official exchange rate) to buy development rights. The owner of the land and the conservation group negotiated hard and tentatively agr eed on an amount of rain forest to be protected and a price per hectare based on local currency. But 3-D thinking ultimately improved the deal for all sides. The host country was indebted in dollar-denominated bonds, which were trading at a 45% discount to their face value (given their perceived default risk). The country had to use scarce dollar-export earnings, needed for many pressing domestic purposes, to keep its debtservice obligations current; of course, interest payments were determined by the face value of the debt, not the bond discount. These facts suggested that more value could have been created by adding two other sets of players to the initial negotiation between the landowner and the conservation group. In this green variant of a debt-for-equity swap, the conservation group bought country debt from foreign holders at the prevailing 45% discount. It then brought this debt to the country’s Central Bank and negotiated its redemption for local currency at a premium between the discounted value of the debt and its full-dollar face value (up to an 82% premium over the discounted value). The conservation group then used this greater quantity of local currency from the Central Bank to buy more development rights from the landowner at a somewhat higher unit price. This expanded four-party negotiation—sequentially involving the conservation group, international bondholders, the Central Bank, and the landowner—benefited everyone more than the best result possible in the initial negotiation between just the landowner and the conservation group. The bank was able to retire debt and cancel dollar-interest obligations, which were very costly to the country, using cheaper (to it) local currency without exporting more or diverting scarce export earnings. The conservation group was able to save more rain forest at the same dollar cost, and the landowner got a higher price in a currency it as better positioned to use. To find complementary parties and issues, as the conservation group did, you should ask questions that focus on relative valuation. What uninvolved parties might highly value elements of the present negotiation? What outside issues might be highly valued if they were incorporated into the process? Are there any parties outsid e the immediate negotiations that can bear part of the risk of the deal more cheaply than the current players? On the other hand, it is sometimes necessary to shrink—or at least stage—the set of involved issues, interests, and parties in order to create value. For example, rather than enter into a full multiparty process at the outset, an industry association that wants to negotiate a certain set of standards may benefit from first seeking agreement between a few dominant players, which would then serve as the basis for a later deal among the wider group. Or, negotiations to forge a multi-issue strategic alliance between two firms may be dramatically simplified by one side which instead proposes an outright acquisition. Certainly, the form chosen for a transaction can dramatically affect the complexity of negotiations and the value to be had. The planned merger of equals by Bell Atlantic and Nynex would have required separate negotiations with regulatory authorities in each of the 13 states served by the companies. To avoid having to undergo politically charged negotiations at 13 different tables, the parties changed the game by creating a functionally equivalent structure in which Bell Atlantic was the nominal acquirer. Indeed, it can be necessary to change the process, rather than the substance, of a negotiation. For example, two partners seeking to terminate their relationship may have difficulty determining exactly who gets what. But they may instead be able to agree to a special mechanism like the â€Å"Texas shoot-out,† in which one side names a price at which it would be either a buyer (of the other’s shares) or a seller (of its own shares) and the other side must respond. Often, changing the form of a negotiation by bringing in a skilled third-party mediator creates value. For example, two intensive mediation efforts by outside parties helped to finally thaw the frozen negotiations between Microsoft and the Justice Department. Many fundamentally different variants arvard business review †¢ november 2003 page 8 3-D Negotiation of mediation, arbitration, and other special mechanisms exist, but all are options to change the game itself rather than efforts to negotiate more effectively by purely interpersonal means. Implementing a 3-D Negotiation Strategy Sophisticated negotiators act in all three dimensions to create and claim value. While 3-D negotiators should play the existing game well , as tacticians and deal designers, they should also act as entrepreneurs, seeking to create a more favorable target game. They can do so by scanning widely to identify possible elements of a more favorable setup; â€Å"mapping backward† from the most promising structure for the deal to the current setup; and managing and framing the flow of information to improve their odds of getting to yes. Scan widely. To act outside the box, one must first look outside the box. By searching beyond the immediate deal on the table for elements of a potential value net, 3-D negotiators can retrain their focus on complementary capabilities and valuations that other players might add. Useful game-changing questions include: Who outside the existing deal might most value an aspect of it? Who might minimize the costs of production, distribution, risk bearing, and so on? Who might supply a piece missing from the current process? Which issues promise mutual advantage? What devices might bring such potential value-creating parties and issues into the deal? And at what point does complexity or conflict of interest between parties call for shrinking the scope of the negotiation? Scanning beyond the current game to claim value normally focuses on a parallel set of questions: Are there additional bidders or parties who could favorably alter BATNAs in other ways? Can certain issues be linked for leverage? Such scanning should result in a map of all the actual and potential parties (including other interested groups within an organization, if necessary). You need to assess their actual and potential interests and BATNAs, as well as the difficulty and cost of gaining agreement with each party and the value of having its support. Your map should also identify the crucial relationships among the parties: who influences whom, who tends to defer to whom, who owes what to whom, who would While 3-D negotiators should play the existing game well, as tacticians and deal designers, they should also act as entrepreneurs. find it costly to oppose an emerging agreement with key parties on board, and so on. The founders of new ventures almost always need to scan widely in order to construct the most promising sequence of deals that lead to a self-sustaining company. Consider the situation WebTV Networks founder Steve Perlman faced in the early and mid-1990s. He had obtained seed funding, developed the technology to bring the Web to ordinary television sets, created a prototype, and hired his core team. Running desperately low on cash, Perlman scanned widely and discovered an array of potential negotiating partners—ISPs, VCs, angel investors, industrial partners, consumerelectronics businesses, content providers, manufacturers, wholesale and retail distribution channels, foreign partners, and the like. He needed to engage in 3-D analysis to determine the right subset of potential partners to create the most promising deals to build his company. Map backward and sequence. It is helpful to think of the logic of backward mapping as being similar to the logic of project management. In deciding how to undertake a complex project, you start with the end point and work back to the present to develop a time line and critical path. In negotiation, however, the completed â€Å"project† should be a set of value-creating, sustainable agreements among a supportive coalition of parties. For instance, when Perlman’s WebTV was almost out of money, it might have seemed obvious that he should approach venture capital firms first. However, because VCs were deeply skeptical of consumer-electronics deals at that time, Perlman mapped backward from his VC target. He reasoned that a VC would find WebTV more appealing if a prominent consumer-electronics company were already on board, so Perlman embarked on a sequential strategy. After his first choice, Sony, turned him down, Perlman kept reasoning backward from his target. Finally, he was able to get Phillips on board. He then used Phillips to reopen and forge a complementary deal with Sony. Next he negotiated new venture money—at a far higher valuation—since both Sony and Phillips had signed on. With new money in the tank, it was fairly straightforward to thread a path of supporting agreements through manufacturers, wholesale and retail distribution channels, content providers, ISPs, and alliance harvard business review †¢ november 2003 page 9 3-D Negotiation A 3-D player’s ability to determine whether a related negotiation happens before or after his own—as well as whether the results become public—can greatly influence the outcome. partners abroad. As the WebTV case suggests, a common problem for a would-be coalition builder is that approaching the most difficult—and perhaps most critical—party offers slim chances for a deal, either at all or on desirable terms. To improve the odds of getting to yes, figure out which partners you would ideally like to have on board when you initiate negotiations with the target party. As the answer to this question becomes clear, you have identified the penultimate stage. Continue mapping backward until you have found the most promising sequence of discussions. Consider the successful sequencing tactics of Bill Daley, President Clinton’s strategist for securing congressional approval of the North American Free Trade Agreement, as reported in a 1993 New Yorker article: â€Å"News might arrive that a representative who had been leaning toward yes had come out as a no. ‘Weenie,’ [Daley would] say. When he heard the bad news, he did not take it personally. †¦He’d take more calls. ‘Can we find the guy who can deliver the guy? We have to call the guy who calls the guy who calls the guy. ’† Beyond pure sequencing, the 3-D negotiator can use the scope of the negotiation—how elements are added, subtracted, combined, or separated—to influence the chances of bringing each party on board. Issues can be added to make a deal more attractive (as Microsoft did with AOL) or a BATNA less attractive (as happened to the Swiss banks). And by not bringing on board a party to whom others have antipathy, negotiators can increase the probability of their success. That’s what James Baker did when building the first Gulf War coalition; by omitting Israel from explicit membership in the group, he was able to attract moderate Arab states. Manage the information flow. Some negotiations are best approached by gathering all affected parties together, fully sharing information, and brainstorming a solution to the shared problem. Frequently, however, vital 3D questions involve deciding which stages of the process should be public or private as well as how information from one stage should spill over to or be framed at other stages. A wry story illustrates the potential of such choices to set up a linked series of negotiations. A prominent diplomat once decided to help a charming and capable young man of very modest background from Eastern Europe. Approaching the chairman of the state bank, the statesman indicated that â€Å"a gifted and ambitious young man, soon to be the son-in-law of Baron Rothschild,† was seeking a fast-track position in banking. Shortly thereafter, in a separate conversation with the baron, whom he knew to be searching for a suitable match for his daughter, the statesman enthusiastically described a â€Å"handsome, very capable young man who was making a stellar ascent at the state bank. † When later introduced to the young swain, the dutiful daughter found him charming, with enviable talents and prospects, and acceptable to her father. When she said yes, the three-way deal allegedly went through—to everyone’s ultimate satisfaction. Setting aside the dubious factual base and ethics of this negotiation, notice how the diplomat’s 3-D actions set up the most promising game for his purposes. By separating and sequencing the stages of the process, as well as opportunistically framing his message at each juncture, the statesman created a situation that fostered an otherwise most unlikely outcome. Of course, had the banker, the baron, the daughter, and the young man been initially thrown together in a face-to-face meeting, it is doubtful that even the statesman’s suave 1-D approach could have closed the deal. Analogously, potential investors should be wary of the common tactic of separating deals to close both: for instance, getting investor A to commit funds based on the commitment of â€Å"savvy investor† B, when B has indeed committed, but only on the informal (and wrong) understanding that â€Å"reputable investor† A has unconditionally agreed to do so. Negotiations to assemble land for a real estate project offer another good example of the importance of staging the release of information. Early knowledge of a developer’s plans can be quite valuable to landowners in the target area. Since landowners may use this knowledge to extract maximum price concessions in later stages of assembly, the need for secrecy and separation of the individual negotiations is usually obvious. Indeed, the choice of which parcel to buy first, second, and so on, may depend on the relative odds that a given purchase will leak the developer’s intentions as well as whether the parcels already obtained would permit some version of the project to go ahead, or whether they would be useless with- harvard business review †¢ november 2003 age 10 3-D Negotiation out a later acquisition. Indeed, a 3-D player’s ability to determine whether a related negotiation happens before or after his own—as well as whether the results become public—can greatly influence the outcome. For example, according to a 1985 article in International Studies Quarterly, while the United States was in separate talks with Japan, Hong Kong, and Korea over textile trade agreements, a Korean n egotiator told the U. S. representatives, â€Å"We’ll ask Hong Kong to go first, then see what they get. The Koreans apparently regarded Hong Kong officials as highly skilled negotiators, with better language skills for dealing with the Americans. An observer reports that, â€Å"After waiting for Hong Kong and Japan to go first, Seoul asked for the features they had secured and then also held out for a bit more. † In essence, the order chosen by the Americans (as encouraged by the Koreans) revealed information about the U. S. approach that was of great value to the Koreans. One wonders whether the Americans should have rethought the sequence and started with Seoul. erfecting these 1-D skills, negotiators should also be innovative 2-D deal designers who have mastered the principles for crafting value-creating agreements. And the third, often-missing dimension—actions taken to change the scope and sequence of the game itself—can be crucial to a negotiation that would otherwise be completely out of tactical reach. Negotiators must take care to keep sophisticated 3-D moves from blurring into the unethical and manipulative. Yet without 3-D actions, coalitions vital to many worthy initiatives could never have been built. To create and claim value for the long term, great negotiators should be at home in all three dimensions. To do anything less is to risk playing a one- or two-dimensional strategy in a three-dimensional world. 1. A complete set of sources for this article can be found at www. people. hbs. edu/jsebenius/hbr/3-DNegotiation. pdf. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ That negotiators should be good listeners, persuaders, and tacticians is a given. But beyond Reprint R0311D; Harvard Business Review OnPoint 5372 To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review †¢ november 2003 age 11 Further Reading Harvard Business Review OnPoint articles enhance the full-text article with a summary of its key points and a selection of its company examples to help you quickly absorb and apply the concepts. Harvard Business Review OnPoint collections include three OnPoint articles and an overview comparing the various perspectives on a specific topic. 3- D Negotiation is also part of the Harvard Business Review OnPoint collection Masterful Negotiating, Product no. 5410, which includes these additional articles: Six Habits of Merely Effective Negotiators James K. Sebenius Harvard Business Review March 2002 Product no. 9411 Negotiating the Spirit of the Deal Ron S. Fortgang, David A. Lax, and James K. Sebenius Harvard Business Review February 2003 Product no. 3051 To Order For reprints, Harvard Business Review OnPoint orders, and subscriptions to Harvard Business Review: Call 800-988-0886 or 617-783-7500. Go to www. hbr. org For customized and quantity orders of reprints and Harvard Business Review OnPoint products: Call Frank Tamoshunas at 617-783-7626, or e-mail him at ftamoshunas@hbsp. harvard. edu page 12 How to cite 3d Negotiation, Papers

The Lost Colony At Roanoke The First Effort Made By The English To Est

The Lost Colony at Roanoke The first effort made by the English to establish a colony in America, occurred in the late sixteenth century, at Roanoke Island. Starting in 1584 efforts were made to explore the east coast of North America as far south as Spanish claims. It was in 1587 that a permanent colony was finally created. However great this accomplish was for the colonists and England, it proved to be one of the greatest American mysteries when the colony was discovered abandoned in 1590. In this presentation of the lost Roanoke Colony, I plan to describe how the colony was settled, those persons involved in the settlement and the discovery of it's abandonment. Roanoke Island is an island just off the coast of present day North Carolina. The Albemarle Sound, Croatan Sound, Roanoke Sound, and the Pamlico Sound are four bodies of water that surround the island. The Atlantic Ocean is less than ten miles away from Roanoke on it's eastern coast, but direct contact with the ocean is impeded by a strip of land called Bodie Island, which is part of the Outer Banks. The western coast of the Island is also less than ten miles from the mainland of North Carolina. The history of the settlement can be found in England's increasing interest in laying claim to a portion of the New World during the late 1570's. This interest was even more apparent, when in the same decade, Queen Elizabeth encouraged exploration and settlement of new lands by issuing charters for this task, and it was during this time period when Roanoke Island was discovered by the English. However it was not until March 25, 1584 when the significant history of Roanoke was made with the re-issuing of the charter to Sir Walter Raleigh. It was the responsibility of Raleigh to make the necessary provisions to complete the journeys to the New World and accomplish the goals of the charter. This meant hiring ship captains and their crews, recruiting possible colonists, purchasing food and other supplies , and finding those who would invest capital in the missions. Raleigh however does not actively participate in the journeys to Roanoke Island; he was just the organizer and major financier. There are a total of four expeditions, under the Raleigh charter, which comprise the story of the lost colony. The first and second expeditions take place from 1584 to 1586. The accomplishments of these missions include producing contact and establishing friendly relations with a native tribe called the Croatoan, the fortification of the island, and searching for an appropriate place for a permanent settlement. It is during the second expedition that there was an attempt to leave a small force of men behind, while the ships returned to England for supplies. They left a few more than one hundred men, which were need to finish fortifying the island, to continue the search for a permanent settlement sight, and to keep an English hold on the island. The effort failed due to the lack of supplies, weather conditions, and the strained relations with the Croatoans and other more violent native tribes. The situation becomes extremely desperate for the men when they resort to their dogs as a source of food. Luckily for the colonists, a ship came to their rescue and takes all but fifteen men back to England. The mystery of Roanoke begins with the third expedition of 1587. John White was named governor of the colonist, which would now include women children. The permanence of this mission was believed to be insured by the involvement of entire families. To further insure success, the colonist themselves were the investors. The third expedition of almost one hundred twenty people (men, women and children) ready for colonization, arrived on the island in the spring of 1587. Their intent was to locate the fifteen men who were left behind in the second expedition, and then find an new settlement sight. It was discovered that the fortifications built by the colonists the year before had been abandoned and there were no clues as to the fate of the fifteen men. The next step was to find a new sight for settlement. It had been decided The Lost Colony At Roanoke The First Effort Made By The English To Est The Lost Colony at Roanoke The first effort made by the English to establish a colony in America, occurred in the late sixteenth century, at Roanoke Island. Starting in 1584 efforts were made to explore the east coast of North America as far south as Spanish claims. It was in 1587 that a permanent colony was finally created. However great this accomplish was for the colonists and England, it proved to be one of the greatest American mysteries when the colony was discovered abandoned in 1590. In this presentation of the lost Roanoke Colony, I plan to describe how the colony was settled, those persons involved in the settlement and the discovery of it's abandonment. Roanoke Island is an island just off the coast of present day North Carolina. The Albemarle Sound, Croatan Sound, Roanoke Sound, and the Pamlico Sound are four bodies of water that surround the island. The Atlantic Ocean is less than ten miles away from Roanoke on it's eastern coast, but direct contact with the ocean is impeded by a strip of land called Bodie Island, which is part of the Outer Banks. The western coast of the Island is also less than ten miles from the mainland of North Carolina. The history of the settlement can be found in England's increasing interest in laying claim to a portion of the New World during the late 1570's. This interest was even more apparent, when in the same decade, Queen Elizabeth encouraged exploration and settlement of new lands by issuing charters for this task, and it was during this time period when Roanoke Island was discovered by the English. However it was not until March 25, 1584 when the significant history of Roanoke was made with the re-issuing of the charter to Sir Walter Raleigh. It was the responsibility of Raleigh to make the necessary provisions to complete the journeys to the New World and accomplish the goals of the charter. This meant hiring ship captains and their crews, recruiting possible colonists, purchasing food and other supplies , and finding those who would invest capital in the missions. Raleigh however does not actively participate in the journeys to Roanoke Island; he was just the organizer and major financier. There are a total of four expeditions, under the Raleigh charter, which comprise the story of the lost colony. The first and second expeditions take place from 1584 to 1586. The accomplishments of these missions include producing contact and establishing friendly relations with a native tribe called the Croatoan, the fortification of the island, and searching for an appropriate place for a permanent settlement. It is during the second expedition that there was an attempt to leave a small force of men behind, while the ships returned to England for supplies. They left a few more than one hundred men, which were need to finish fortifying the island, to continue the search for a permanent settlement sight, and to keep an English hold on the island. The effort failed due to the lack of supplies, weather conditions, and the strained relations with the Croatoans and other more violent native tribes. The situation becomes extremely desperate for the men when they resort to their dogs as a source of food. Luckily for the colonists, a ship came to their rescue and takes all but fifteen men back to England. The mystery of Roanoke begins with the third expedition of 1587. John White was named governor of the colonist, which would now include women children. The permanence of this mission was believed to be insured by the involvement of entire families. To further insure success, the colonist themselves were the investors. The third expedition of almost one hundred twenty people (men, women and children) ready for colonization, arrived on the island in the spring of 1587. Their intent was to locate the fifteen men who were left behind in the second expedition, and then find an new settlement sight. It was discovered that the fortifications built by the colonists the year before had been abandoned and there were no clues as to the fate of the fifteen men. The next step was to find a new sight for settlement. It had been decided