PPD 572Special Issues in International Public Policy & Management:

Multi Stakeholder Dialogue to better “Newgotiate”

Frank V. Zerunyan, J.D.

Professor of the Practice of Governance

Director, Executive Education

USC Sol Price School of Public Policy

Select Lectures and Class Exercises by:

Yann Duzert, Ph.D.

Director Guerreiro Ramos Joint Chair

Fundação Getulio Vargas and USC Sol Price School of Public Policy

Office RGL 200Office Hours:By appointment.

Course Description

This course addresses complex group decision challenges across the public sector, nonprofit organizations, and private industry to better achieve broad-based policy consensus that can lay the foundation for more effective negotiations for policymaking and implementation. The purpose of the course is to understand the theory and master the tools and techniques that facilitate a multi-stakeholder dialogue process,which we call Newgotiation. This is based on our book “Newgotiation for Public Leaders,” which is part of the reading for this course. Newgotiation structured on the collaborative governance framework is particular to public policy and public administration. Newgotiation conveys practical tools for graduate students, executives, public and private leaders, managers and professionals from all public, private and non-profit sectors to improve performance and relationships in this highly competitive and global marketplace.

Our methodological approach to negotiation emphasizes the physiological conditions in the interaction between different types of actors with varied levels of power. Newgotiation explores pedagogical instruments for public leaders, sales forces, sourcing and project management consultants, alternative dispute resolution for lawyers, labor conflicts for human resources professionals, stakeholders in environmental conflicts, and all financial settings. Throughout our Newgotiation process there are moments of reflection alternating with moments of action, allowing each participant to craft a path to a meaningful win/win. Our methodology is all about identifying potential problems, crafting solutions and structuring value creation and value distribution based on organizational or individual priorities.

The course is relevant to a wide-ranging spectrum of negotiation problems applicable in the public sphere at local, national and international levelsandin all aspects of commerce as well as in the social sector arenas within which NGOs and nonprofits operate. Many other examples can be drawn from current headlines, such as balancing the myriad of interests in communities affected by the expansion of hydraulic fracturing to extract natural gas, efforts to combat drug-cartel sponsored violence in Mexico, cross-border negotiations involving downstream water uses of rivers such as the Mekong that flowthrough multiple countries, and longstanding debates regarding international labor standards for manufacturing and other industries.

A tenet of the course is that policymakers and decisionmakers need: (i)fundamentals of making good decisions (ii) assessing risk (iii) conflicts of interest and ethics (iv) organizational skills to assess the types of multi-stakeholder dynamics embedded in complex policy issues, (v) problem-solving skills to analyze the determinants of seemingly intractable problems so as to devise better remedies and (vi) interpersonal communication, negotiation, and leadership skills to build consensus and change behavior to implement the solutions. The course aims to develop these skills through its analytical framework, the topics covered in lectures and readings, and through a set of experiential activities involving simulations and role-playing in response to cases, many of which are drawn from real-world examples. The course discusses managing power with tools of influence and persuasion; managing meetings with risk, information and decision frameworks; dealing with governments in multiple countries; designing joint fact-finding processes for policy making; contingency planning to mitigate risks; dealing with emotions and identity and developing the mindset of the facilitator as deal maker.

The course explores various governance modelsin Europe, USA, China, and Brazil to provide an intellectual underpinning for shaping policies and business practices/social enterprises that reach across sectors and cultures. Stakeholder analysis is used to provide a framework for understanding the organizational dynamics of complex social problems. Getting stakeholder buy-in and reaching consensus is critical to the success of a project or new policy. We will discuss decision making, conflict resolution techniques leading into a larger dialogue of “Global Interactions and Newgotiation.” Stakeholder analysis and tools of consensus building are both an ART and a SCIENCE. We will explore both through an innovative collaborative learning process and with several case studies.

Building on our policy and administration techniques of decision making, stakeholder analysis, consensus building and conflict resolution, the course will next address and “drill down” complex negotiations challenges across the public sector, nonprofit organizations, and the private sector. We will focus on advanced tools to facilitate multiparty negotiations involving public disputes in contexts, such as town hall meetings, land use negotiations, mediating labor and environmental disputes, urban planning and public procurement negotiations.

To develop your skills as a modern negotiator, you will be introduced to Newgotiation, such as the mindset of new negotiators and the technique called “4-10-10”, which is developed through four steps, ten elements, and ten indicators of negotiation outcomes. The technique is designed to solve public disputes with a consensus building approach, mapping the different interests and finding a mutually acceptable solution. We will accomplish this learning experience through group presentations and case studies of actual public disputes and negotiations. As a Newgotiator you will learn to listen to build empathy, respect, and tolerance and deal with complexity.

Learning Objectives

The purpose of this course is to develop a conceptual and a practical approach to understanding complex multi stakeholder dialogue and problem solving throughcommunication, leadership, and management skills. Specifically, students taking the course will achieve the following:

  • Increase skills in good decision-making, leadership, design, and management of global interactions.
  • Evaluate risk
  • Review Conflicts of interest and ethics laws
  • Develop skills for stakeholder analysis, consensus building, negotiation, and leadership in intersectoral and cross cultural contexts
  • Gain an intellectual understanding of the dynamic and complex processes involved in shaping public policy issues and to clarify when the tools and techniques of consensus building can resolve conflicts and optimize multi-party agreements.
  • Improve analytical abilities in understanding the motivations and behavior of individuals, stakeholders and participants that shape the policy and/or organizational process around any policy issue.
  • Increase effectiveness in opening channels of dialogue and strengthen interpersonal communication skills.
  • Gain greater awareness of and be better able to manage the types of cross-cultural issues that arise in the context of international policy issues, build empathy and tolerance, and engage in constructive interplay across multiple parties.
  • Master the techniques and art of negotiation and consensus building, including how to structure and manage the negotiation process with an understanding of the dynamics of power positioning and how to engage in mutual gains negotiations with governments or others.
  • Improve analytical and presentation skills to have impact with your written and verbal work.
  • Become more resourceful and creative managers and policymakers in building consensus out of diversity and increase your capacity to work through ambiguity and complex problem solving.

Course Requirements

1.Class participation: Advanced preparation and active class participation is essential and will be part of the grade. Students will be required to complete all readings and assignments in advance to make meaningful and insightful contributions in class discussion. This will be an interactive course and your participation is vital.

2.Team or Group Presentations: Team or Group presentations of 15 minutes each will engage the rest of the class in dialogues about articles read as well as specific case studies in analyzing a conflict or a public dispute. TBA

3.Individual Paper: Each student shall complete an individual writing assignment of 13-15 pageswith an accompanying presentation, analyzing a particular policy issue that involves some aspect of public dispute resolution in a country of your choosing. Analyze the issue using the tools and frameworks discussed in class, providing a problem statement, issue analysis, policy or organizational environment, stakeholder analysis and conflict map. Design a process for resolving the dispute, identify the elements and form of negotiation, and describe how you will manage multi stakeholder dialogue and improve the risk, information and decision management of the problem. Due dates: Topic Identification – Jan 31; Problem Analysis – Feb 15; Presentation– February 26; Paper Due – March 11.

4.Reflection Paper: This written assignment of 8-10 pages should contain your reflections on any insights gained from the class sessions, case studies, articles read and your overall personal development in class. You may also include any feedback you would like to give to the instructors or suggestions for class development in the future. This writing assignment is due on May 2, 2014. Plus a final assessment exam on the last day of class.

5.All students are required to have e-mail capability. Please ensure that Blackboard displays your preferred email address so that you can be contacted as needed.

Performance Evaluation

  • Class Participation- 15% of your total grade
  • Team or Group Presentations and Case Studies -25% of your total grade
  • Individual Paper - 30% of your total grade
  • Final Exam– 15% of your total grade
  • Reflection Paper - 15% of your total grade

Textbooks and General Reading

Required Textbooks or e-book:

Nicolas Berggruen and Nathan Gardels‬‬‬‬‬:Intelligent Governance for the 21st Century: A Middle Way between West and East. Wiley, John & Son. 2013

Fisher, Roger, William Ury, and Bruce Patton (1991). Getting to Yes, 2nd edition. At any bookstore

Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a Better Outcome. (iTunes or Amazon)

Odugbemi, Sina and Thomas Jacobson. 2008. Governance Reform Under Real-World Conditions: Citizens, Stakeholders and Voice, The World Bank. Available online on the World Bank web site:

Additional Reading materials are posted on Blackboard OR a link is provided in this syllabus.

We may also chose to distribute case studies or readings in the classroom.

Statement on Academic Conduct and Support System

Academic Conduct

Plagiarism – presenting someone else’s ideas as your own, either verbatim or recast in your own words – is a serious academic offense with serious consequences. Please familiarize yourself with the discussion of plagiarism in SCampus in Section 11, Behavior Violating University Standards sanctions. Other forms of academic dishonesty are equally unacceptable. See additional information in SCampus and university policies on scientific misconduct, The university does not tolerate discrimination, sexual assault, and harassment. You are encouraged to report any incidents to the Office of Equity and Diversity or to the Department of Public Safety This is important for the safety of the whole USC community. Another member of the university community – such as a friend, classmate, advisor, or faculty member – can help initiate the report, or can initiate the report on behalf of another person. The Center for Women and Men and provides 24/7 confidential support, and the sexual assault resource center webpage describes reporting options and other resources.

Support Systems

A number of USC’s schools provide support for students who need help with scholarly writing. Check with your advisor or program staff to find out more. Students whose primary language is not English should check with the American Language Institute which sponsors courses and workshops specifically for international graduate students. The Office of Disability Services and Programs certification for students with disabilities and helps arrange the relevant accommodations. If an officially declared emergency makes travel to campus infeasible, USC Emergency Information provide safety and other updates, including ways in which instruction will be continued by means of blackboard, teleconferencing, and other technology.

For Further Information

Any questions about disciplinary information should be directed to the Office for Student Conduct, while inquires concerning graduate programs and procedures should be directed to the appropriate office of the Graduate School.

Office for Student Conduct(213) 7406666

Class Schedule

All reading assignments should be completedfor the day they are listed. I will also assign in class or through Blackboard readings to various groups for class presentations or case studies. I reserve the right to adjust the schedule based on our progress and as necessary for a full learning experience.

Session 1: January __ (This class only will be held on a day other than Tuesday in RGL ___) -Course Introduction. Negotiation Definitions. Introduction of the new paradigm: Newgotiation for a better outcome in deal making.Zerunyan

A student, a worker, a boss, a leader, a stakeholder in public, private or non-profit settings all need to negotiate and cope with people of different cultures, personalities, motivations and intentions. This may be unpleasant and complicated. Newgotiation offers tools to deal with complications creating new energy to transform and deliver pleasant results. It fosters trust and relationship for an organizational competitive advantage never seen before. We teach this course based on a public administration framework of collaborative governance and we borrow extensively from the literature of leadership. This is the context in which we will unveil our Newgotiation paradigm. A literature review will be discussed to set up the course and the various skills necessary to be a good Newgotiator.

Readings:

L. Steven Smutko, Natural Resources Leadership Institute, NC State University. 2005. NEGOTIATION ANDCOLLABORATIVE PROBLEM SOLVING Wake County Stormwater Ordinance Committee Raleigh, NC

Bruce Patton. Negotiation. Reproduced from the Handbook of Dispute Resolution. 2005.

Meridian Institute. May 26, 2013. Summary of Interviews, Examining Negotiations and Consensus-building in the UNFCCC

Session 2: January 17 - Decision Analytics, Bias and Decision Quality. Duzert

We explore the philosophy and tools of decision analysis. Learn to assist people and organizations in decision-making. We also explore how human nature distorts decision-making, including how we protect our mindsets, make inappropriate comparisons, oversimplify situations and allow personality and social effects to impact our judgment. We hope to learn best practices for making smarter, faster and more creative long-term decisions. We will discuss framing, creating alternatives, forecasting and evaluating. All these are paramount in our 4-10-10 Technique especially in the “value creation” and “value distribution” steps of our 4-step Newgotiation process.

Case study: Multimode

Readings:

Howard, R.A. and Abbas, A.E. Foundations of Decision Analysis Prentice Hall, NY.

Abbas, Ali E. Teaching decision making with social networks OR/MS December 2013

Bazerman, Max H. Moore, Don A. Judgment in Managerial Decision Making Chapter 12 Pages 206-229

Session 3: January 24–Strategic Decision Making – Decision Tree. Duzert with Guest Faculty

We develop skills to diagnose decision situation, design, approach and guide decision boards or decision trees. Decision tree analysis is a tool that helps in the selection of the best alternative in times of uncertainty about the outcome sought. The analysis ranks the alternatives assigning scores to each. We asked our colleague Dr. Ali Abbas who wrote literally the book on the topic to come and speak with the class. He will lead a case study called Freemark Abbey Winery.

Reading:

Case Study by William S. Krasker, entitled Freemark Abbey Winery, Harvard Business Review

“Freemark Abbey must decide whether to harvest in view of the possibility of rain. Rain could damage the crop but delaying the harvest would be risky. On the other hand, rain could be beneficial and greatly increase the value of the resulting wine. This decision is further complicated by the fact that ripe Riesling grapes can be vinified in two ways, resulting in two different styles of wine. Their relative prices would depend on the uncertain preference of consumers two years later, when the wine is bottled and sold.”

Case Sally Soprano

Session 4: January 31 – Managing Risk. Duzert

In this module we learn a comprehensive value driven approach to quantify and manage downside risk and upside uncertainty in organizations and in our daily tasks. We learn how to quantify risk and uncertainty to address “value creation,” one of our 4 steps in Newgotiation.

Readings:

Case : Oil Pricing

TBA

Session 5: February 7–The physiology, pedagogy and biology of Newgotiation. Duzert/Zerunyan

Our methodological approach to negotiation emphasizes the physiological conditions in the interaction between different types of actors with varied levels of power. Newgotiation explores pedagogical instruments for sales forces, sourcing and project management consultants, public leaders, alternative dispute resolution for lawyers, labor conflicts for human resources professionals, stakeholders in environmental conflicts, and all financial settings. Throughout our Newgotiation process there are moments of reflection alternating with moments of action, allowing each participant to craft a path to a meaningful win/win. Our methodology is all about identifying potential problems, crafting solutions and structuring value creation and value distribution based on organizational priorities.

Case Study: Termination Tempest

Readings:

Nicolas Berggruen and Nathan Gardels‬‬‬‬‬: Intelligent Governance for the 21st Century: A Middle Way between West and East. Willey, John & Son. 2013.

Session 6: February 14 - First look at the 4-10-10 Technique of Newgotiation. The Matrix of Complex Negotiation revealed. Duzert/Zerunyan

A student, a worker, a boss, a leader, a stakeholder in public, private or non-profit settings all need to negotiate and cope with people of different cultures, personalities, motivations and intentions. This may be unpleasant and complicated. Newgotiation offers tools to deal with complications creating new energy to transform and deliver pleasant results. It fosters trust and relationship for an organizational competitive advantage never seen before.