Michael Wheeler has taught Negotiation in Harvard Business School's MBA program since 1993. He also teaches in a wide variety of on-campus executive courses, including Strategic Negotiation, which he co-chairs with Professor James Sebenius. Working with HBX, he recently created Negotiation Mastery, a 40-hour, highly interactive course on HBS's digital learning platform. It launched in February 2017 He is currently collaborating with the Baker Library to create Negotiate 1-2-3, an on-line, multi-media resource.
He was appointed MBA Class of 1952 Professor of Management Practice in 1999. He subsequently served as faculty chair of the first year MBA program and headed the required Negotiation course. He has also taught The Moral Leader, as well as Leadership, Values, and Decision Making. In 2004 he received the Greenhill Award for his contributions to HBS's mission. In recent years has also been a Visiting Professor at the Harvard Law School and the Kennedy School of Government.
Wheeler’s current research focuses on negotiation dynamics, dispute resolution, ethics, and distance learning. In July 2015 he was named Editor Emeritus of the Negotiation Journal, having been its Editor the prior twenty years. He also co-directs the Negotiation Pedagogy initiative at the inter-university Program on Negotiation.
He is the author or co-author of eleven books, including most recently, The Art of Negotiation: How to Improvise Agreement in a Chaotic World. Among his other books areWhat’s Fair? Ethics for Negotiators (with Carrie Menkel-Meadow), Business Fundamentals in Negotiation, and On Teaching Negotiation. His text Environmental Dispute Resolution (with Lawrence Bacow) won the CPR-ADR’s annual award as the best book on negotiation. His negotiation blog on LinkedIn's Influencer platform has more than 200,000 followers.
Wheeler has written numerous articles in both scholarly journals (among them, the Yale Journal of Regulation, the Harvard Negotiation Law Review, and The Journal of Applied Psychoanalytic Studies) and the public press, including The Harvard Business Review, The Atlantic Monthly, and The New York Times. In the past year his work has been featured in The Financial Times and the Washington Post. Wheeler blogs about negotiation cases and issues on LinkedIn's Influencer platform. His self-assessment app—Negotiation360—was released early in 2015 and is available on both Apple and Android devices. A web-based version for negotiation teachers will be available in the spring of 2017.
Wheeler has also developed scores of negotiation exercises, cases, notes, videos, and self-assessment tools. These materials cover subjects ranging from nonverbal communication and complexity theory, to the parallels between negotiation strategy and both jazz and war-fighting. He has written extensive case studies of negotiation system design, documenting GE’s “early dispute resolution initiative” and Guinness’s process for approving acquisitions and joint ventures. With colleagues Gerald Zaltman and Kimberlyn Leary, he has investigated emotions and unconscious attitudes that people bring to the bargaining table.
Wheeler serves on the International Steering Committee of Afghanistan Center for Dispute Resolution (Kabul). He is amber of the Advisory Councils of the Moscow-based Center for Mediation and Law and the ADR Center in Rome, as well on the Advisory Board of the Central European Review of Economics and Management. Wheeler previously served on board of the Consensus Building Institute from its founding in 1993 to 2014, and was chair from 2011 to 2014.
He taught at MIT's Department of Urban Studies and Planning from 1981 to 1993, where he was Director of Research at MIT's Center for Real Estate Development. Previously he was Director of Education and Research at the Lincoln Institute of Land Policy and Professor of Law at New England Law. He has also been a Visiting Professor at the University of Colorado and the Politecnico di Torino, Italy. He has appeared extensively on public television in Boston and elsewhere.
Wheeler holds degrees from Amherst College, Boston University, and Harvard Law School, and was admitted to the Massachusetts bar in 1969. He has been a panelist for the American Arbitration Association, and has served as a mediator or arbitrator in a variety of business and regulatory disputes. He has advised corporate clients, not-for-profits, trade organizations, and government agencies on negotiation issues in the United States and abroad.
A member of the world-renowned Program on Negotiation at Harvard Law School introduces the powerful next-generation approach to negotiation. For many years, two approaches to negotiation have prevailed: the "win-win" method exemplified in Getting to Yes by Roger Fisher, William Ury, and Bruce Patton and the hard-bargaining style of Herb Cohen's You Can Negotiate Anything. Now Michael Wheeler provides a dynamic alternative to one-size-fits-all strategies that don’t match real world realities. The Art of Negotiation shows how master negotiators thrive in the face of chaos and uncertainty. They don't trap themselves with rigid plans. Instead they understand negotiation as a process of exploration that demands ongoing learning, adapting, and influencing. Their agility enables them to reach agreement when others would be stalemated. Michael Wheeler illuminates the improvisational nature of negotiation, drawing on his own research and his work with Program on Negotiation colleagues. He explains how the best practices of diplomats such as George J. Mitchell, dealmaker Bruce Wasserstein, and Hollywood producer Jerry Weintraub apply to everyday transactions like selling a house, buying a car, or landing a new contract. Wheeler also draws lessons on agility and creativity from fields like jazz, sports, theater, and even military science.
Leary, Kimberlyn, Julianna Pillemer, and Michael Wheeler. "Negotiating with Emotion."Harvard Business Review 91, nos. 1/2 (January–February 2013): 96–103.
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On the surface, warfare and negotiation may seem to be polar opposites. The objective in war is to defeat the enemy. In negotiation, the goal is to find a solution that satisfies all the parties. Not surprisingly, little cross-learning and exchange has occurred across the two domains.
In spite of important differences, however, the dynamics of war and negotiation have much in common. Specifically, both involve the interaction of motivated agents with distinct interests, perceptions, and values (especially in high-stakes contexts). As a result, robust strategy, creativity, and nimble tactics are essential both on the battlefield and at the bargaining table. Just as negotiation theory could be enriched by principles of maneuver warfare, military doctrine offers officers and soldiers a potentially useful foundation to better understand and manage the negotiation process, especially in complex, cross-cultural contexts.
Back in the 1990s, business school professors at an Academy of Management conference debated the propriety of teaching distributive bargaining to their students. The particulars of that exchange are lost in the mists of time, but at the end of the session, a straw poll apparently was taken. A huge majority of the attendees disapproved of exposing their impressionable pupils to the reality that in some negotiations, more for one party means less for the other. I gather the consensus view rested on the notion that distributive bargaining is brutish, perhaps even immoral. Perhaps negotiation teachers wanted to see themselves as surrogate peacemakers and problem solvers, bringers of value-creating light to the world through the future of good works of their charges. They certainly didn't want to see themselves as pit bull trainers.
Wheeler, M. A., J. Gilbert, and P. Field. "Trading the Poor: Intermunicipal Affordable Housing Negotiation in New Jersey." Harvard Negotiation Law Review 2 (1997): 1–33.
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Wheeler, M. A. "Fighting the Wimp Image: Why Calls for Negotiation Often Fall on Deaf Ears." Negotiation Journal 8, no. 1 (January 1992): 25–30.
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Wheeler, M. A. "First, Let's Kill All the Agents!" In Negotiating on Behalf of Others, edited by Robert Mnookin and Lawrence Susskind. Thousand Oaks: Sage Publications, 1999.
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Wheeler, M. A. "Resolving Local Regulatory Disputes and Building Consensus for Affordable Housing." In Building Foundations: Housing and Federal Policy, edited by D. DiPasquale and K. Lanley. Philadelphia: University of Pennsylvania Press, 1990.
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This brief note introduces to the student the challenges and rewards of learning to be a more skilled negotiator. Negotiation requires the integration of keen analytic insight with emotional intelligence capabilities.
This case presents a transcript of a video that illustrates two possible ways that two professional negotiators might perform in a negotiation simulation. It ighlights two possible "openings" of the negotiation, displaying possible ways value might be created and/or claimed.
This extensive note synthesizes current psychological and neuroscientific research on how people make decisions with moral implications. Research summaries and scenarios illustrate critical issues.
Illustrates the potential sources of value creation as well as practical barriers to its achievement. Students analyze five brief scenarios that would yield efficient trades over valuation, discount rates, expectations, and risk tolerance, but that might be thwarted by strategic behavior, misaligned frames, interpersonal conflict, or poor process management. In-class discussion prompts deeper understanding of the tensions between creating and claiming value in negotiation.
This case distills the practical implications of current research on nonverbal communication. The first section sketches different kinds of nonverbal behavior: facial expressions, eye movements, physical gestures, paraverbal cues, posture, and "personal space." The next section looks more deeply at the interactive nature of nonverbal communication--specifically, how one person's behavior both influences and reflects what others do. The final section suggests how negotiators can make better use of nonverbal communication. Five themes run throughout the case: 1) we communicate far more information to other people than is conveyed by our words alone, 2) our nonverbal signals sometimes contradict the words we use, 3) much of this communication is less than fully conscious, 4) reading nonverbal communication is an art, not a science, and 5) nonverbal communication must be understood in the context of the broader set of interactions among all parties.
Distills the negotiation advice of more than a dozen general books on negotiation. Compares and contrasts specific prescriptions and organizes the books into five loose categories: win-win or mutual gains negotiation, negotiation analysis, relational negotiation, negotiation in context, and the school of hard knocks. An appendix provides a more extensive bibliography.
Six different business disputes, all in the shadow of pending litigation, are described. Students are asked to recommend the appropriate method of dispute resolution (mediation, arbitration, mini-trial, etc.) for each one, depending on the circumstances, especially to assess likely barriers to unassisted negotiation.
Wheeler, Michael, James Sebenius, and Marjorie Aaron. "ADR Choices." Harvard Business School Background Note 908-040, March 2008. (Revised June 2012.)
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Wheeler, Michael. "Riggs-Vericomp Negotiation (A) and (B)." Harvard Business School Teaching Note 801-259, November 2000. (Revised October 2019.)
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The seller (Riggs Engineering) manufactures and services recycling equipment for the computer industry. The buyer (Vericomp) uses solvents in manufacturing chips. Though set in a high-tech industry, this exercise illustrates fundamental aspects of negotiation analysis that would apply in any situation--specifically, potential sources of joint gains and the tension between creating and claiming value. While it may be possible to reach a deal on price alone, doing so is difficult. Students can expand the zone of possible agreement if they creatively trade on other issues, including the scope of services Riggs will provide, payment schedules, timing of the contract, and possible guarantees. Even as they jointly expand the pie, of course, they must be mindful of what slice will be theirs. All agreements can be expressed in present value terms, so it is easy to identify which pairs generated the most gain, and which individuals got the best deals for their particular companies. This is a two-party, multi-issue negotiation exercise. Students should read either the (A) or the (B), but not both, and then be paired up to negotiate. Results are reported using the simple form at the end of the (A) case (seller role).
The seller (Riggs Engineering) manufactures and services recycling equipment for the computer industry. The buyer (Vericomp) uses solvents in manufacturing chips. Though set in a high-tech industry, this exercise illustrates fundamental aspects of negotiation analysis that would apply in any situation--specifically, potential sources of joint gains and the tension between creating and claiming value. While it may be possible to reach a deal on price alone, doing so is difficult. Students can expand the zone of possible agreement if they creatively trade on other issues, including the scope of services Riggs will provide, payment schedules, timing of the contract, and possible guarantees. Even as they jointly expand the pie, of course, they must be mindful of what slice will be theirs. All agreements can be expressed in present value terms, so it is easy to identify which pairs generated the most gain, and which individuals got the best deals for their particular companies. This is a two-party, multi-issue negotiation exercise. Students should read either the (A) or the (B), but not both, and then be paired up to negotiate. Results are reported using the simple form at the end of the (A) case (seller role).
In negotiation, correctly identifying your counterpart's strategy is vital. Only then can you constructively influence their behavior-or adapt appropriately to what they are doing. This case-and its related computer-based exercise (Negotiation Strategy Simulation)-illuminate how through a thoughtful process of probing and testing, a negotiator may determine whether the other party tends to be cooperative or competitive. The material also demonstrates how the benefit of such learning must be weighed against the possible costs of being provocative.
This video-based coursework illuminates the importance--and difficulty--of judging whether people are trustworthy. Students can test their skills at assessing whether contestants in a high-stakes game show will cooperate or defect.
Wheeler, Michael A. "Nonverbal Communication: Distinguishing Truth and Lies (TN)." Harvard Business School Teaching Note 908-016, September 2007.
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Military metaphors are commonplace in business writing about strategy, but they are rarely used in the negotiation literature. This case takes the Marine Corps philosophy of warfighting and compares it with the tactics and techniques of effective negotiators. Some of the characteristics of war—such as friction, imperfect information and communication, fluidity, and disorder—are also parts of negotiations. Likewise, some of the techniques military strategists use, like exploiting gaps in the enemy's lines and using boldness and speed to surprise the enemy, can also work for negotiators. Most critically, however, this case applies the notion of complexity to both warfare and negotiation and introduces students to the ideas of continual adaptation and dynamic responses to changing environments.
This tool can be used with the Negotiation Strategy Simulation. To access the tool please use this URL: http://hbsp.harvard.edu/multimedia/neg_strat/index.html.
Wheeler, Michael A., and Gregory M. Barron. "Negotiation Strategy Simulation (TN)." Harvard Business School Teaching Note 908-013, August 2007.
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Wheeler, Michael A., and Georgia Levenson. "Lonestar, TN." Harvard Business School Teaching Note 902-040, June 2002. (Revised October 2005.)
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Describes an initiative by Guinness, LLP to revise the process by which it centrally authorizes, supports, and reviews negotiations that are undertaken worldwide on its behalf. Senior managers wished to give regional officers enough discretion to respond to local conditions while still maintaining centralized control and coordination. Includes detailed descriptions of two such negotiations, one involving the dissolution of a partnership, the other a possible acquisition.
Explores the legal and ethical responsibilities of a manager who believes that he has heard of a serious instance of sexual harassment, but who has been implored by the victim not to report it. Discussion can focus on the immediate problem or be expanded to a broader analysis of the difficult choices involved in crafting organizational policies governing conduct, as well as effective procedures for reviewing apparent infractions.
Sets the stage for analyzing the strategy of labor organizer Ray Rogers in bringing J.P. Stevens to the bargaining table when conventional union tactics failed. Though set in the specific context of labor-management relations, it illustrates much more fundamental aspects of negotiation analysis, strategy, and tactics. A rewritten version of an earlier case.
Legal policy has a long history of protecting confidentiality of negotiations that are designed to produce settlement. However, within the past several decades there has been a significant push toward openness. Compelling arguments support confidentiality: It helps promote candid discussion when sensitive material is involved and may make settlements possible. On the other hand, ethical concern where public health and safety are involved has prompted some states to pass laws requiring the disclosure of settlement agreements or to revise their procedures governing confidentiality of discovery, protective orders, and sealing of litigation records. This case summarizes the legal and ethical debate. It identifies the major issues surrounding confidentiality in settlement negotiations and illustrates them with several examples.
This case is reflection on the importance of acquiring presence of mind in negotiations. Using a variety of metaphors, the case explores different ways for negotiators to achieve this selfawareness. Athletes experience the phenomenon of "being in the zone," artists and writers speak of being "in flow," and practitioners of mediation strive for "mindfulness." These different experiences all provide insight for negotiators as they face complex interpersonal and contextual discussions. This case resents a vivid example of a firefighter facing an extreme situation--and using an enviable presence of mind to see it through.
This case presents a transcript of two professional negotiators of the Discount and Hawkins real estate negotiations. It highlights the challenges of creating value for both sides in the deal and provides a glimpse of how one set of professionals structured an agreement.
Wheeler, Michael A., and Gillian Morris. "Discount & Hawkins Critical Moments: Full Transcript, TN." Harvard Business School Teaching Note 903-024, July 2002.
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This simulation involves a negotiation between a real estate developer and a prospective anchor tenant in a proposed shopping center. Students are assigned roles, given confidential information, and asked to try to break the impasse over the "use, assignment, and subletting" clause. Debriefing the results in class should illustrate the possibility of generating joint gains through interest-based negotiation—and the obstacles to such a process. Technical knowledge of real estate issues is not assumed.
This simulation involves a negotiation between a real estate developer and a prospective anchor tenant in a proposed shopping center. Students are assigned roles, given confidential information, and asked to try to break the impasse over the "use, assignment, and subletting" clause. Debriefing the results in class should illustrate the possibility of generating joint gains through interest-based negotiation—and the obstacles to such a process. Technical knowledge of real estate issues is not assumed.
This case shows the interactions between two quite different pairs of negotiators, both engaged in working through the final leasing clause between a mall developer and its anchor tenant. It highlights the importance of openings to frame and shape the entire course of the negotiation.
This case summarizes how American courts measure damages in wrongful death suits. Various standards are compared, as are their implications for business management.
This case highlights an application of current thoughts in complexity science to negotiation theory. It emphasizes a provocative approach that questions much of traditional negotiation research thus far. The case explains the roots of complexity science and some broad ideas and definitions, such as linearity versus nonlinearity, feedback loops, and chaos. It turns to a subset of complexity science--the study of complex adaptive systems. These systems have interactive feedback loops and critical junctures that affect the future course of the system. Also, they are highly adaptive and creative. Negotiations are complex, adaptive systems and should be studied at the micro, interactional scale. Five key lessons are drawn: 1) seemingly simple negotiations can take surprisingly different paths; 2) situations that appear complex may be driven by only a few key factors; 3) large patterns are often reflected in small ones; 4) complex adaptive systems, like negotiation, are not utterly random, yet neither do they have a fixed equilibrium; and 5) creativity is spawned at the chaotic edge.
Provides an overview of the seven elements of negotiation analysis. These elements include BATNAs (nonagreement walk-aways), parties, interests, value-creation, barriers to agreements, power, and ethics. Illustrations are drawn from a range of contexts (from buying a car and the sale of a business to dispute resolution and international diplomacy).
This exercise helps students evaluate their negotiating style on traditional measures of creating versus claiming, and empathy and assertiveness. In just a few minutes, they can see where their natural style lies on a matrix.
McGinn, Kathleen, and Michael A. Wheeler. "Luna Pen (A), (B), (C), and (D) ." Harvard Business School Teaching Note 801-057, June 2001. (Revised December 2013.)
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McGinn, Kathleen, and Michael Wheeler. "Luna Pen (B)." Harvard Business School Supplement 396-157, November 1995. (Revised February 2017.)
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Examines the wrongful death lawsuit brought by the family of an infant who died after a portable crib collapsed. The manufacturer, Kolcraft, licensed the Playskool brand name from the co-defendant, Hasbro Industries. Raises difficult questions about what the two companies should do now, after a series of tragic deaths--and after apparently complying with regulatory requirements governing product recall. Also raises provocative questions about the appropriateness of settlements in wrongful-death suits, corporate responsibility to ensure product safety, and pressures of national media attention on corporate actions. Though the circumstances here are particularly heart-breaking, managers often have to deal with lawsuits that are value-laden and have high emotional content, such as employment discrimination or sexual harassment claims, for example, or environmental and regulatory disputes. The kinds of decisions and tensions that a manager faces in such instances surely have much in common with the issues raised.
Although the federal Justice Department managed to settle its massive antitrust litigation against Microsoft in 2001, the state suit against the company continued. State attorney generals, perhaps emboldened by their recent victory over the Big Five tobacco companies, held out for stricter measures against Microsoft's alleged anticompetitive practices. The dynamics of this multiparty, multi-issue mediation illustrate the complexities of reaching viable settlements in public-private negotiations.
In 1997, MIT freshman Scott Kruger died from alcohol poisoning after a ritual fraternity ceremony. His death sparked national controversy over the responsibility of universities for their students. For his parents, though, the pain was personal and almost solely directed at the leadership of MIT. In such an emotionally charged situation, it is remarkable that the lawyers on both sides came to a settlement.
This case provides an introduction to the wide field of literature that addresses the presence of critical moments--moments that fundamentally can change the negotiation. Critical moments have been examined by a range of theorists and scientists, from mathematicians to linguists to evolutionary biologists. As such, there are several lenses through which to interpret them. Some scholars see them as tipping points; others see critical moments as the points of transition between phases or stages. The case examines these models and ways these models can help negotiators recognize critical moments as they occur. If negotiators can increase their ability to perceive critical junctures, their opportunities to shape the course of the negotiation and achieve desirable outcomes is greatly improved.
Cybersettle's management faced a dilemma: How could they turn their company, which provided confidential online settlement services for insurance claims, into a profitable enterprise? Having started during the heady days of Internet "dot-com fever," the company now had to reevaluate its business plan and its strategy for penetrating the tightly held insurance industry. Cybersettle offered a three-round, blind-bidding system that matched plaintiff demands with offers from insurance companies. If the bids came near each other in any particular round, then the system split the difference between the bids and declared settlement. Such a service could save dollars for the insurance carriers and time for plaintiffs and their attorneys. Yet, deciding how to market this product was proving to be a challenge. Although many dispute resolution firms have attempted to reap the benefits of the Internet, few have succeeded.
Outlines the recent development of legal principles regarding sexual harassment, including procedures in the United States and state courts, what circumstances constitute harassment, the resolution of these conflicts and the resulting consequences for the individuals involved and the organizations in which those individuals work.
This case presents an ethical choice: How should a prospective buyer respond when a homeowner quotes a price that the buyer knows is significantly below market value? The case describes a private transaction in which the prospective seller is fully competent mentally but is apparently uninformed about current market prices. The buyer could agree to the asking price (or even counter with a lower figure) without taking any financial risk, because he or she could obtain appropriate guarantees of good title, absence of environmental problems, and so forth.
Documents attempts to restructure a public-private partnership between the operator of a $200 million trash-to-energy cogeneration plant and a consortium of two dozen Massachusetts municipalities. Describes the process that led to a one-sided agreement, as well as the legal developments that opened up the possibility of a revision.
GE's chief litigation counsel sought to rationalize litigation flow by viewing it as a manufacturing process. By applying the principles of Six Sigma, P.D. Villareal created an Early Dispute Resolution (EDR) system that enabled both lawyers and managers to work together to address potential disputes early and efficiently. Though the savings in time and energy were tremendous and obvious, evaluating the financial savings proved trickier. Also on the horizon was the challenge of spreading the program throughout the enormous GE global organization.
Early Dispute Resolution (EDR) has proved successful at GE. Yet, when Michael McIlwrath, new counsel at an Italian subsidiary, attempted to translate it to his company, problems arose. He had to gain internal acceptance, and explain the concept of early mediation to a European culture not accustomed to the practice. This case examines the successes and challenges of translating an American dispute resolution program to an overseas context and explores four studies of litigation cases facing McIlwrath.
Disney's first foray into an urban environment, is the restoration and development of the landmark New Amsterdam Theater in New York's Times Square. Disney must negotiate with the city, state, and various nonprofit organizations focused on the redevelopment of Times Square.
This two-party exercise illustrates bidding strategy in the context of settling a large insurance claim. Specifically, the claimant (Biovent) and the insurer (Atlantis) are asked to submit confidential offers to a dispute resolution Web site that will determine whether there is room for agreement. This exercise is thus a vehicle for: 1) examining what sorts of bidding rules are likely to promote settlement and 2) exploring more broadly the emerging market for Internet-based dispute resolution services.
This two-party exercise illustrates bidding strategy in the context of settling a large insurance claim. Specifically, the claimant (Biovent) and the insurer (Atlantis) are asked to submit confidential offers to a dispute resolution website that will determine whether there is room for agreement. This exercise is thus a vehicle for: 1) examining what sorts of bidding rules are likely to promote settlement and 2) exploring more broadly the emerging market for Internet-based dispute resolution services.
A young entrepreneur, Lynton V. Harris, who successfully staged family-oriented shows in his native Australia and who had several entertainment ventures in the United States, is on the verge of signing an agreement with Madison Square Garden to jointly produce a new Halloween event. Both sides seem committed to the deal; but with the holiday looming, some key issues involving the sharing of profit (and risk) are still to be negotiated, not only between the principals but with key vendors. The continuing negotiations are the focal point of the deal, but the case includes rich descriptions of Harris's prior ventures, specifically how they enhanced his credibility at the bargaining table.
Walt Disney is contemplating sites for a new theme park, building on the success of Disneyland in Anaheim. The focus is on Disney's strategy for land negotiation and acquisition, which is informed by his experience with the Anaheim park.
The saga of Disney's efforts to build a theme park in Manassas, Va. in the early 1990s is told. Disney's strategy against the various opponents of the project is presented.
Wheeler, Michael A., and Georgia Levenson. "Disney (A), (B), (C) and (D) TN." Harvard Business School Teaching Note 898-022, October 1997. (Revised September 2000.)
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Wheeler, Michael A., and Georgia Levenson. Lynton V. Harris & Madison "Scare" Garden (A), (B) TN. Harvard Business School Teaching Note 897-197, June 1997. (Revised September 2000.)
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Wheeler, Michael A., and Jan Martinez. "Final Offer: Part II." Harvard Business School Case 895-016, December 1994. (Revised February 2000.)
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An epilogue to the (A) and (B) cases, this describes the final steps in implementing the agreement 3M made with Procter and Gamble and with local public officials and interest groups.
Wheeler, Michael A., and Georgia Levenson. "Land Assembly and Negotiation TN." Harvard Business School Teaching Note 898-025, November 1997. (Revised October 1999.)
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A proposed trade of air pollution emission credits between 3M (now Imation) and Procter and Gamble is described. Though such trading is encouraged under federal environmental laws, 3M had adopted a company-wide policy against such deals. Procter and Gamble needs the credits and is an important 3M customer. Local citizens and public officials are sharply divided on the proposed deal.
Wheeler, Michael A., and Andrea L Strimling. "Negotiating the Right to Know: Rhone-Poulenc and Manchester, Texas (A-1), (A-2), and (B) TN." Harvard Business School Teaching Note 396-417, June 1996. (Revised May 1998.)
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Wheeler, Michael A., and Guhan Subramanian. "Business Incentives." Harvard Business School Background Note 897-045, August 1996. (Revised November 1996.)
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