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 – but not required – that students have taken a course on negotiation skills before participating in the course on Decision making for Managers.
At the end of the course, the student should be able to:
– Construct expert knowledge from cutting-edge information (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)
– Successfully collaborate within a intercultural team
– Define social dilemmas arising from team decision-making and their underlying dynamics
– Solve professional dilemmas using concepts of CSR and ethics (Achieve and promote ethical decision making in teams and organizations)
– Apply persuasion techniques and understand the role of trust building in the decision-making process
– Demonstrate an international mindset (Understand the broader implications of managerial decisions on an international and intercultural level)
– Integrate different skills and management disciplines in support of interdisciplinary responsibilities (Link findings from decision-making research to (international) negotiations)
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
– 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
