MBA Class of 1953 Senior Lecturer of Business Administration
Andy Wasynczuk joined the faculty of Harvard Business School in the spring of 2005. He has taught a wide range of negotiation courses in the required and elective MBA curriculum. He currently teaches the popular elective course on Negotiation as well as Managing, Organizing and Motivating for Value. The latter explores the manager's role in influencing and motivating individuals and teams at an interpersonal level as well as the design and management of the formal systems used to motivate employees (e.g. incentive compensation, promotion, recognition). He is also actively involved in the GMP executive education program.
Wasynczuk came to HBS after sixteen years with the New England Patriots and related enterprises. He originally joined the Kraft family in 1989 as Chief Operating Officer of Foxboro Stadium and helped navigate a progression of moves which led to a championship organization both on and off the field. As Chief Operating Officer for the New England Patriots and Gillette Stadium, Wasynczuk managed the daily business operations of every department in both organizations. In addition to his operating responsibilities, he oversaw the development of various player compensation analysis tools, which continue to be instrumental to the team’s ongoing leadership in salary cap management. Wasynczuk’s negotiating expertise was evident not only in his player negotiations, but also in many off-field negotiations. He led the negotiations and campaigns necessary to secure the local, state and federal approvals that were required to build Gillette Stadium in Foxboro. He was involved in the negotiations for the Stadium construction contract and oversaw its ultimate implementation. He was at the center of the naming rights negotiations for the Stadium. During Wasynczuk’s last five years with the team, the organization built and opened world class Gillette Stadium and brought three Superbowl Championships to New England.
Prior to joining the Kraft organization, Wasynczuk was a consultant at Bain & Company in Boston. He received his MBA from HBS in 1983. He also holds B.S. and M.S. degrees in Electrical Engineering from Case Western Reserve University. Wasynczuk serves on several charitable boards, including Case Western Reserve University and Massachusetts Salvation Army. Andy and his wife, Rebecca, have four children and live in Westwood, MA.
The Gentleman's 'Three'
Hall, Brian, and Andrew Wasynczuk. "The Gentleman's 'Three'." Harvard Business Review
89, nos. 7-8 (July–August 2011). (HBR Case Study.)
Emotion in Negotiations: An Introduction
This note reviews some of the relevant research and offers advice for managing and dealing with emotions in the negotiation context. In particular, negotiators should strive to understand their own emotions and feelings, and be aware of the emotions the other party may be expressing. By learning to recognize and manage emotions, one is likely to improve many facets of the negotiation and obtain better outcomes for oneself and others.
A.J. Washington: Retaining an NFL Star
A.J. Washington explores the early phase of a contract negotiation between a professional football team and its star quarterback. This case illustrates the challenges associated with negotiation for human capital. Specifically, it explores the tension between negotiating a favorable deal with an employee, and the ability to enlist and motivate the greatest possible contribution from that employee to the organization. There are a number of pastures to explore in debriefing the case, with potential emphasis being placed on those most correlated to the course being taught. A.J. Washington serves particularly well as an introductory case in a Negotiation course surfacing themes of interest assessment, agency and contingent contracts. The case can also be used to explore topics in courses on compensation design or managing human capital.
Compensation and Benefits;
A.J. Washington: Retaining an NFL Star
General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolville needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.
Groups and Teams;
Wasynczuk, Andrew, Katherine Dowd, and Sara del Nido. "Golden Rule."
Harvard Business School Case 909-017, April 2009. (Revised October 2010.)
iBasis examines the development of a long-term relationship between equipment manufacturer Cisco and start-up iBasis, a voice-over-internet wholesaler. Questions arise for iBasis founders as to how best to build a beneficial relationship with the much larger partner. How aggressive should they be in their pursuit of specialized equipment designs from Cisco? How should they protect their own intellectual property? After several years of market success, and several relationship defining mechanisms (from informal to a memorandum of understanding to specific equipment contracts), the partnership is tested with the dot-com bubble bursting. Not only is the relationship at risk, but iBasis' very survival is in question.
Equality and Inequality;
Partners and Partnerships;
Business Growth and Maturation;
Web Services Industry;
Wasynczuk, Andrew, Katherine Dowd, and Nicole Kravec. "iBasis, Inc."
Harvard Business School Case 908-014, January 2008. (Revised January 2010.)
Smartix (D): Reflections from the Other Side of the Table