MGMT3721 Negotiation Skills - 2019

6 Units of Credit
On Campus
This course outline is for the current semester. To view outlines from other years and/or semesters, visit the archives

1. Course Details

Summary of Course

​This course provides a set of generic concepts and skills for negotiating: resolving interpersonal and inter-group conflicts as well as developing new, joint initiatives. Students gain the opportunity to work with theory, skills and processes of negotiation relevant to a wide range of contexts: commercial; organisational; community; political and public policy; legal; and industrial relations. This course will provide an analytical understanding of negotiations, including negotiation planning, strategy and tactics, as well as the development of the practical skills necessary for implementation of this knowledge. Students will gain these practical skills through participation in negotiation workshops (tutorials). The workshop program is made up of negotiation role play exercises which develop in complexity as the course progresses.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

Our aims for the course are that it will:
  1. transmit fundamental negotiation concepts through relevant research-based theory;
  2. foster development of negotiation skills through learning-by-doing and critical reflection;
  3. give students extensive experience in diagnosing, planning and preparing negotiations;
  4. give students guided negotiation experience in role playing different scenarios;
  5. foster understanding of and facility with individual, group and constituency negotiations
  6. encourage increased awareness of the psychological components of negotiation;
  7. improve students’ research, critical thinking, writing and speaking skills;
  8. encourage greater self-reflection regarding conflict and its management;
  9. foster students’ development of planning and teamwork skills; and
  10. foster creative and lateral thinking.

Relationship of this Course to Other Course Offerings

This course is an elective course with no pre- or co-requisites but is of great relevance to all areas taught within the Business School and in other faculties.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeMrJulian EhrlichLevel 5, West Business School building Ref - E12 0404 877 460Upon arrangement
Please note, this is not a distance-learning course. Therefore, email is not an appropriate medium for discussing course content with your tutor or the lecturers. If you require more detailed advice or clarification about course content and academic questions, please consult the lecturer-in-charge or your tutor in person or by telephone at a time convenient for both parties.
Please remember too, the short time immediately before or after lectures is not for individual consultation sessions. Please raise questions of general interest in lectures or workshops so that all may benefit. If your question concerns you alone, please use the consultation times or other contact mechanisms.
For all assessment questions, academic content and course-specific administrative questions, please contact your tutor directly. All students are expected to use email responsibly and respectfully.


3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

In MGMT3721, we take an active, adult-learning approach that stresses interactive teaching and learning. We foster this approach through a range of strategies including our intensive use of negotiation simulations (or role-play exercises) in workshops. Our lectures are interactive; we look for active student contributions through discussion and questioning that reflects your reading and experience in relation to research-based theory. We have heavily weighted the workshops (tutorials) in favour of experiential learning that encourages you to explore and experiment with theoretical concepts in real-life cases. At the same time, the simulations encourage you to improve your planning, decision-making and communication skills.Our design of assessment tasks reinforces crucial knowledge and skills areas.

All this provides a mix of learning experiences and hands-on engagement. Our design of the course encourages learning-by-doing and for you to actively reflect on your negotiations.

Learning Activities and Teaching Strategies

The suggested reading combines clear exposition of theory with detailed examples and applications to help ‘set the stage’ for subsequent activities. Negotiation is a field where theory provides powerful tools for action. You are responsible for completing relevant reading.

Preparation for the role-plays will vary depending on the nature and complexity of each exercise. For all the negotiation role-plays apart from those linked to Plan 1 and Plan 2, students will organise all or part of their preparations in class time. For the assessable Plans 1 and 2, you will be required to complete planning tasks outside class periods. This will involve reading the briefing information provided and relevant literature ahead of devising your plans.

You will receive your Plan 1 role brief in Class 3 (11 January) five days before uploading the plan to TurnItIn prior to Class 5 (16 January). Feedback will be provided on Sunday 20 January.

You will receive your Plan 2 role brief in Class 6 (18 January) five days before uploading the plan to TurnItIn prior to Class 8 (23 January).

If you miss either Class 3 or Class 6 you must contact your tutor immediately to organise receipt of your role brief. You are NOT to "borrow" anyone else's role information.

Be sure to advise your tutor in advance as absences have an impact on the tutor's planning for each session.

As some role-plays involve active teamwork, we expect you to meet your obligations to your team in and between classes.

Using ‘common sense’ views as the basis of assignments is largely irrelevant because ‘common sense’ views typically have little or no connection to what theory and research evidence suggest. You are either learning and applying relevant formal theory or you are not. You must work continuously from theory bearing in mind that much theory is ‘situational’ or ‘contingent’ in orientation. That is, it prescribes no ‘one best way’ but provides a range of alternatives more or less useful in different situations.

The compressed schedule of a Summer Program leaves no room for a casual approach to the material or class-related obligations.

5. Course Resources

The course-specific textbook
Sheldon, P. (compiler - not author!) (2015) MGMT 3721 Negotiation Skills for UNSW, McGraw-Hill. This is an abridged version designed especially for this course. The lecture-in-charge designed and organised it to get more of the relevant readings for students at a lower price for you. However, you should reference each source you use by the original authors (i.e. not Peter Sheldon).
The book takes relevant chapters (reproduced in their entirety) from: 
Lewicki, Roy J., Saunders, David M. and Barry, Bruce (2015) Negotiation, 7th Edition, McGraw-Hill/Irwin, New York; and an array of interesting readings selected from: Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2015) Negotiation: Readings, exercise and cases, 7th Edition, McGraw-Hill/Irwin, New York, and earlier versions of this book of readings.

There are paper copies of the textbook and supplementary readings in the UNSW Library.

The publisher will also make available an ebook version of the course textbook at a reduced price. Once the lecture-in-charge has the full details, he will let you know via Moodle.

Other recommended texts cover parts of the course and provide somewhat different approaches.These are listed below. Most of those out of print are on open reserve in the library. Subsequent listings of these texts appear in abbreviated form to save space.

  • Fells, R. (2016), Effective Negotiation: From research to results, 3rd edn, Cambridge University Press, Melbourne. (The first two editions are also useful)
  • Fisher, R., Ury, W. and Patton, B. (1991), Getting to Yes: Negotiating an agreement without giving in, 2nd edn, Random House, London.
  • Kolb, D.M. and Williams, J. (2003), Everyday Negotiation: Navigating the Hidden Agendas in Bargaining, Jossey-Bass, San Francisco.
  • Lax, D.A. and Sebenius, J.K. (1986), The Manager as Negotiator: Bargaining for Co-operation, Free Press, New York.
  • Thompson, L. (2012), The Mind and Heart of the Negotiator, 5th edn, Pearson, Upper Saddle River NJ. (Earlier editions are also very useful)
  • Ury, W. (1991), Getting past No: Negotiating with difficult people, Business Books, London.
  • Walton, R. and McKersie, R. (1965), A Behavioral Theory of Labor Negotiations, McGraw-Hill, New York,

Academic journals

Academic journals that cover relevant issues extensively and are available in the UNSW library (many of them also electronically) include:
  • Group Decision and Negotiation; Harvard Business Review; Journal of Conflict Resolution; Negotiation Journal; Organizational Behavior and Human Decision Processes; Research in Organizational Behavior; (MIT) Sloan Management Review.

References in Library Open Reserve

To the extent possible under prevailing copyright law, copies of listed workshop readings have been placed in the Library Open Reserve. Some readings are also available electronically through the Reserve. These listings are selective rather than exhaustive. Students will be expected to demonstrate initiative in locating other reading material relevant to the topics that they have chosen to research.

Use of Library catalogue and the World Wide Web

To identify further research-based articles in refereed academic journals, use:

  • the references and bibliographies included with the textbook,
  • the course, author and keyword search facilities available in the main library catalogue,
  • the ejournal databases accessible via the Library Home Page.
The most useful database is 'ABI/INFORM' available via 'Proquest'. It provides abstracts and, in some cases, full texts of articles published in relevant journals, including some not available on campus. In many cases, it is possible to download articles in from databases.
For additional details on relevant information resources available on campus, see the following publication: Information Literacy Workbook for Organisation and Management, Business School, UNSW.

MoodleThis course uses ‘Moodle’ as its on-line environment. The following information will be available on the Course ‘Moodle’.

  • The Course Outline;
  • Additional material linked to the course outline – such as UNSW and Business School policies and explanations of the course’s approaches to teaching and learning;
  • The course lecture notes;
  • Additional information for assessment items;
  • Other administrative information;
  • Updates and new information relevant to the course
  • Links to the two online quizzes
  • Links to upload written assessment submissions to Turn-it-in


Moodle eLearning support:

To access the Moodle online support site for students, follow the links
Additional technical support:  Email:; Ph: 9385 3331
Library information/subject guides etc., including a link.
The website for this course is on Moodle.

6. Course Evaluation & Development

Feedback is regularly sought from students and continual improvements are made based on this feedback. At the end of this course, you will be asked to complete the myExperience survey, which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality.


Each semester, we seek feedback from students and other stakeholders about the courses we offer in the Business School. The MGMT3721 teaching team uses students’ course-level feedback, quantitative and qualitative, to guide our monitoring and development of the course. This happens at the end of each semester. It also occurs on a weekly basis as we gather to reflect on what we have witnessed in workshops. We use these experiences to modify our approaches, for example, by emphasising a particular point in lectures, modifying how we run workshops, or our focus in debriefings.

The UNSW's myExperience survey is one of the ways in which we gather student evaluative feedback. In this course, we will seek your feedback through your end-of-semester myExperience responses.

We also formally research on the effectiveness of the assessment design we have developed for this course. Please see:

  • Peter Sheldon, Julian Ehrlich and Janis Wardrop, (2012) ‘Enhancing Student Learning in Negotiation Skills: Using Authentic and In-Authentic Assessment Tasks’ Refereed Paper, European Business Research Conference Proceedings, Rome August 16, 2012. Available at SSRN

7. Course Schedule

Note: for more information on the UNSW academic calendar and key dates including study period, exam, supplementary exam and result release, please visit:
Week Activity Topic Assessment/Other
Week 1: 7 JanuaryLecture

7 January

Introduction to the Course

Introduction to Negotiations


7 January

Simulation: Accel/GTechnica

Week 1: 7 JanuaryLecture

9 January

Distributive Negotiations


9 January

Simulation: Used Car

Week 1: 7 JanuaryLecture

11 January

Integrative negotiations

Online quiz 1 (10 marks). Due by midnight Saturday 12 January


11 January

Simulation: Pakistani Prunes

Distribute role briefs for Plan 1 (Used Car) due on 16 January

Week 2: 14 January Lecture

14 January

Negotiation strategy and planning 1


14 January

Simulation: Knight / Excalibur

Week 2: 14 JanuaryLecture

16 January

Negotiation strategy and planning 2


16 January

Simulation: Job Terms

Plan 1 (Job Terms) due before class by upload to Turn-It-In.

Week 2: 14 JanuaryLecture

18 January

Principals/agents and constitutencies/representatives


18 January

Simulation: Paige Turner / Best Books

Online quiz 2 (10 marks). Due by midnight Saturday 19 January

Distribute role briefs (General and Specific) for Newtown scenario

Plan 1 feedback by email on Sunday 20 January

Week 3: 21 JanuaryLecture

21 January

Teams and multiple parties


21 January

Simulation: Town of Tamarack / Twin Lakes Mining

Week 3: 21 JanuaryLecture

23 January

Perception and cognition / Power and influence


23 January

Simulation: Newtown School Dispute 1.

Students into Board or Union teams and self-organise to create common team plan

Plan 2 (Newtown) due before class by upload to Turn-It-In.

Week 3: 21 JanuaryLecture

25 January

Individual differences


25 January

Simulation: Newtown School Dispute 2 - Board team vs Union Team negotiation

Week 4: 28 JanuaryLecture/ Workshop

NOTE: Monday 28th January is a public holiday. No classes on Monday of this week.

Classes re-commence on Wednesday 30th January.

Week 4: 28 JanuaryLecture

30 January

Ethics in negotiation


30 January

Scenario: Newtown School Dispute 3 - Board team vs Union Team negotiation


Take Home Exam details given in class

Week 4: 28 JanuaryLecture

1 February

Review and Examination Planning


1st February

Scenario: Newtown School Dispute 4 - Debrief structured for examination planning

Return Plan 2

Week 5: 4 FebruaryExamination

8 February

Take Home Examination due

Take Home Exam due by upload to Turn-It-In by midnight Wednesday 6 February

8. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs.  Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.



UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 7: Leadership development

Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 6: Global and cultural competence
  • PLO 7: Leadership development

Professionals capable of ethical, self-directed practice and independent lifelong learning
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 5: Responsible business practice

Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 5: Responsible business practice
  • PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility.  The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.


UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz:


The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at:

For UNSW policies, penalties, and information to help you avoid plagiarism see: as well as the guidelines in the online ELISE tutorials for all new UNSW students: For information on student conduct see:

For information on how to acknowledge your sources and reference correctly, see: If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.


It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload


Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School Education Quality and support Unit (EQS)
The EQS offers academic writing, study skills and maths support specifically for Business students. Services include workshops, online resources, and individual consultations.
Level 1, Room 1033, Quadrangle Building.
02 9385 7577 or 02 9385 4508

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
02 9385 2060

Educational Support Service
Educational Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
02 9385 4734

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
02 9385 3331

UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
02 9385 5418

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