This class exists in these courses :
• IÉSEG > IESEG Degree - Programme Grande École > Semester 1 > 2,00 ECTS
• IÉSEG > IESEG Degree - Programme Grande École > Semester 2 > 2,00 ECTS

Prerequisites

It is recommended that students attending the course have a prerequisite knowledge of the existing negotiation types (distributive, integrative, one party-one issue, multi-party-multi-issue,…) and basic concepts in negotiation (Batna, Zopa, target, reservation price,…). It is therefore recommended that students have taken the course on Practical Negotiation Skills before participating in the course on Decision making for managers

Learning outcomes

At the end of the course, the student should be able to:
- Understand and define the basic rules and concepts of decision-making in a managerial context
- Define the main decision-making traps and how to deal with them
- Understand the boundaries of the 'rational decision-maker'
- Understand the differences between individual and group decision-making
- Define social dilemmas arising from team decision-making and their underlying dynamics
- Achieve and promote ethical decision-making in teams and organisations
- Apply persuasion techniques and understand the role of trust building in the decision-making process
- Understand the broader implications of managerial decisions on an international and intercultural level
- Define the basic assumptions of behavioral game theory
- Link findings from decision-making research to (international) negotiations

Course description

The course is highly interactive with many exercises and simulations. The content is learned in a combination of class lectures, practical assigments, simulations, and class discussions.
The following topics will be covered:
- Rules and concepts of decision making in a managerial context
- Decision making traps and biases
- Does 'rational decision maker' exist?
- Individual and group decision making: mechanisms, dynamics and differences
- Social dilemmas: types and applications in managerial practice
- Introduction to behavioral economics
- Decision games
- Social values and ethical decision-making
- Impact of emotions on decision-making
- Representative negotiations, constituencies, subgroups and coalitions: how findings on games and decision-making literature contribute to the design of more effective negotiation strategies and result in better negotiation outcomes

Class type

Class structure

Teaching methods

• Coaching
• E-learning
• Interactive class
• Presentation
• Project work
• Research

Assessment

Students are assessed in multiple ways, for their work inside and outside of the classroom:
- Participation in class: presence, cooperation in simulations, active participation in discussions
- Homework before and during the course: individual paper, role descriptions of simulations, preparatory calculations for the cases.
- Group presentation in class
- Final exam: consists of two parts (24 MCQ + 2 open questions) all based on the materials covered in class and literature

Recommended reading

• Reading materials are a combination of research papers, book chapters and hand-outs Some reference books (not all must-reads): -

• Social dilemmas (Komorita & Parks, 1996), An introduction to behavioral economics (Wilckinson, 2007), Social decision-making. -

• Social dilemmas, social values and ethical judgments (Kramer, Tenbrunsel, & Bazerman, 2010). The mind and heart of the negotiator (Leigh Thompson, 2013) -

Internet resources

• IESEG online

  All materials will be made available for students on the ieseg online website