Remarks by Chul Ju Kim, Deputy Dean of ADBI Read more about Remarks by Chul Ju Kim, Deputy Dean of ADBI Chul Ju Kim, ADBI Deputy Dean shared the importance of transparent and accountable corporate governance of SOEs for sound and sustained economic development of Asian emerging countries.
Personal Power Scan Read more about Personal Power Scan Worksheet filled out by negotiation group members for rating their source of social power as well as the sources of social power of each of the negotiation role players, based on their experience during the ‘live negotiation'.
Role: City Council Treasurer Read more about Role: City Council Treasurer Role guide of the City Council Treasurer for the group negotiation.
Role: Director, Public Works, Water and Sanitation Read more about Role: Director, Public Works, Water and Sanitation Role guide of the State-Level Director of Public Works, Water and Sanitation for the group negotiation.
Role: Owner/Manager, Water Trucks Read more about Role: Owner/Manager, Water Trucks Role guide of the Owner/Manager, Water Trucks, for the group negotiation.
Role: Director, Women Advancing Through Education and Resistence Read more about Role: Director, Women Advancing Through Education and Resistence Role guide of the Director of the non-governmental organization - Women Advancing Through Education and Resistant - W.A.T.E.R. for the group negotiation.
Role: City Engineer Read more about Role: City Engineer Role guide of the City Engineer for the group negotiation.
Role: Chair of the Citizens Action Committee of Zealandia Read more about Role: Chair of the Citizens Action Committee of Zealandia Role guide of the Chair of the Citizens Action Committee of Zealandia for the group negotiation.
Role: Mayor Zambene of the City of Urbana Read more about Role: Mayor Zambene of the City of Urbana Role guide of Mayor Zambene of the City of Urbana for the group negotiation.
Case Overview: Negotiating Strategic Change (Tokyo Lab) Read more about Case Overview: Negotiating Strategic Change (Tokyo Lab) A gender case scenario used at the ‘live negotiation’ of the 4 separate negotiation groups of the Tokyo Lab. This was used to discover strengths and weaknesses in deploying participants negotiation strategy.