Collective Bargaining (Positional) Taking the Firefighters' Heat Great negotiators are not "naturals" who simply possess some hidden talent unknown to others. Effective negotiation requires shill building that can only be perfected through knowledge and repetitive practice on a regular basis in each negotiating situation. Positional bargaining is a strategy that is based on moving from position to position, without one's true agenda, until compromise is reached. Unlike problem-solving negotiation, which has been called "getting to yes, " positional bargaining is more like "getting to OK." The City of Concord, New Hampshire, has a population of 50, 000 inhabitant, and its city hall is currently preparing for negotiations with the International Association of Firefighters (IAFF), Local ft37, which represents the 120 full-time firefighters and paramedics who are deployed among seven station houses. Both parties are approaching the upcoming negotiations with some trepidation because labor-management relations under the present collective bargaining agreement have been anything but harmonious. THE CITY'S POSITION The city's negotiating team consists of three members; the personnel director, budget director, and the chief of the fire department. Both of the former individuals are classified employees whereas the chief is a political appointee and long-time friend of the mayor. Currently, Concord Fire Department (CFD) employees in the bargaining unit earn an average of $30, 000 per year in wages, plus a generous benefit package calculated as worth another $20, 000 per employee. Thus, the compensation package fir CFD employees totals some $6 million for represented employees, approximately $700, 000 for six managers (the chief and five assistant chiefs), and almost $250, 000 for two secretaries and five dispatchers. Traditionally, overtime costs have run approximately $7. 2 million annually. Management has been advised by an outside consultant to consider flexing work schedules so that it can avoid paying excessive overtime, but this proposal would certainly be strongly opposed by the union. Negotiations also are expected to center on issues of pay, health insurance, and annual leave time, with management needing to hold costs as much as possible. Management's position is exacerbated by the fact that neighboring Manchester, a city of approximately 100, 000 citizens, pays its firefighters and paramedics an average of $2, 000 per year more than Concord, provides comparable benefits, and allows a week more annual leave (three to five weeks, depending on seniority, in contrast to the two to four weeks given by CFD). Increased annual leave would mean hiring more employees, and the mayor is adamantly opposed to new hires. The negotiating team believes that the union will want a package similar to the Manchester Fire Department, but the mayor has ordered the management team to hold the line on labor costs. Budget projections for next year are p ...

1. Collective Bargaining
(Positional)
Taking the Firefighters' Heat
Great negotiators are not "naturals" who simply possess some
hidden talent
unknown to others. Effective negotiation requires shill building
that can only be
perfected through knowledge and repetitive practice on a
regular basis in each
negotiating situation. Positional bargaining is a strategy that is
based on moving
from position to position, without one's true agenda, until
compromise is
reached. Unlike problem-solving negotiation, which has been
called "getting to
yes, " positional bargaining is more like "getting to OK."
The City of Concord, New Hampshire, has a population of 50,
000 inhabitant, and its city hall is
currently preparing for negotiations with the International
Association of Firefighters (IAFF),
Local ft37, which represents the 120 full-time firefighters and
paramedics who are deployed
among seven station houses. Both parties are approaching the
upcoming negotiations with
some trepidation because labor-management relations under the
present collective bargaining
agreement have been anything but harmonious.

2. THE CITY'S POSITION
The city's negotiating team consists of three members; the
personnel director, budget director,
and the chief of the fire department. Both of the former
individuals are classified employees
whereas the chief is a political appointee and long-time friend
of the mayor.
Currently, Concord Fire Department (CFD) employees in the
bargaining unit earn an average of
$30, 000 per year in wages, plus a generous benefit package
calculated as worth another
$20, 000 per employee. Thus, the compensation package fir
CFD employees totals some $6
million for represented employees, approximately $700, 000 for
six managers (the chief and five
assistant chiefs), and almost $250, 000 for two secretaries and
five dispatchers.
Traditionally, overtime costs have run approximately $7. 2
million annually. Management has
been advised by an outside consultant to consider flexing work
schedules so that it can avoid
paying excessive overtime, but this proposal would certainly be
strongly opposed by the union.
Negotiations also are expected to center on issues of pay, health
insurance, and annual leave
time, with management needing to hold costs as much as
possible.
Management's position is exacerbated by the fact that
neighboring Manchester, a city of
approximately 100, 000 citizens, pays its firefighters and
paramedics an average of $2, 000 per
year more than Concord, provides comparable benefits, and

3. allows a week more annual leave
(three to five weeks, depending on seniority, in contrast to the
two to four weeks given by
CFD). Increased annual leave would mean hiring more
employees, and the mayor is adamantly
opposed to new hires. The negotiating team believes that the
union will want a package similar
to the Manchester Fire Department, but the mayor has ordered
the management team to hold
the line on labor costs.
Budget projections for next year are pessimistic, and layoffs
will need to be implemented if
labor costs go up. The city's negotiating team has been
instructed that it may spend no more
than $7. 5 million per year for the next two years and may only
negotiate a two-year contract.
The rising cost of health care means that positions must be
eliminated, or compensation
decreased, if the city is to remain within budget projections.
The management team has been
authorized to threaten the union, if necessary, with layoffs and
even with closure of one of the
fire stations. As far as health care is concerned, the mayor is not
opposed to increasing
copayments (currently, workers pay nothing except for $5 per
prescription and $5 per office
visit), employee contribution to health care premiums
(currently, workers pay nothing and all
family members are included), or a preferred provider program
(currently employees have a
choice of physicians and hospitals).

4. The current Collective Bargaining Agreement provides a 3
percent per year in wages, two weeks
annual leave for employees with one to five years in service,
three weeks for employees with
six to ten years, and four weeks for employees with more than
ten years in service.. The union
has indicated that it will seek a 6 percent wage increase for the
first year of the upcoming
contract, and 4 percent for each year thereafter included in the
agreement. The union would
like a long-term contract of three or four years, and it would
also like to hold steady on health
care benefits as well as more annual leave.
THE UNION'S POSITION
The union's negotiating team consists of three negotiators; a
professional negotiator from the
IAFF international headquarters, the local's president, and the
secretary-treasurer of Local
#123. There is some smoldering resentment among rank-and-file
members who feel that they
put their lives on the line for an average of $30, 000 in wages,
while the five assistant chiefs
have hefty salaries averaging $80, 000, and the chief makes in
excess of $100, 000 annually.
Most of the assistant chiefs and the chief were formerly active
in the union before crossing over
to the management side.
As indicated, current negotiations are centered on pay, health
insurance, and annual leave, but
the most irritating fact is that Concord firefighters and
paramedics are treated so much worse
that Manchester employees with similar jobs. Concord
employees believe that they are just as

5. good as their Manchester counterparts and deserve comparable
pay and benefits. A 6 percent
raise during the first year of the next contract would close the
gap between CFD and MFD, and
4 percent for each year thereafter would enable workers to hold
steady in comparison with
Manchester. The unit membership has insisted that the
negotiating team hold steady on health
care benefits, and they would like annual leave comparable to
MFD.
The union's negotiating team has heard the city's usual lament
regarding fiscal stress and the
need for restraint; it has also been subjected to the usual threat
of layoffs. However, the union
feels that all of these excuses mask an indifference to the
dedication and professionalism of
CFD's employees. Even though Manchester is a larger city than
Concord, it has a lower median
income level. The union team is convinced that its first task will
be to convince the city to take
the issue of parity with Manchester seriously by negotiating in
good faith. Concord firefighters
have authorized a strike in an unofficial vote, even though it is
illegal under state law, if parity
with Manchester is not achieved through collective bargaining.
9-2 Continue Work: Final Project
This paper is the final project and should include all papers that
were done in the past. Read the Final Project Guidelines and
Rubric that I have attached. If you need all the past papers, I
can go back in an attach them. Let me know.

6. Make sure that your final paper or presentation includes the
relevant facts, your analysis of the situation in accordance with
your knowledge of the organization’s culture, and your
recommendations. Present your thoughts in a well-structured,
concise, and persuasive manner.
9
-
2
Continue
Work:
Final
Project
This paper is the final p
roject and should
include all paper
s that were
done in the past. Read the
Final Pr
oject Guidelines and Rubric that I
have attached. If you need all the past
papers,
I can go back in an att
ach
them. Let me know.
Make sure that your final paper or presentation includes the r
elevant
facts, your analysis of the situation in accordance with your

7. knowledge
of the organization’s culture, and your recommendations.
Present your
thoughts in a well
-
structured, concise, and persuasive manner
.
9-2 Continue Work: Final Project
This paper is the final project and should include all papers that
were
done in the past. Read the Final Project Guidelines and Rubric
that I
have attached. If you need all the past papers, I can go back in
an attach
them. Let me know.
Make sure that your final paper or presentation includes the
relevant
facts, your analysis of the situation in accordance with your
knowledge
of the organization’s culture, and your recommendations.
Present your
thoughts in a well-structured, concise, and persuasive manner.
WCM 510 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of an analysis
and negotiation coaching recommendations for executive
leadership (in either paper or
presentation format), which the chief human resources officer
(CHRO) can read to prepare for the negotiation. The final
product represents an authentic

8. demonstration of competency because it is a task that you may
be asked to complete in the workplace. The project is divided
into two milestones, which will be
submitted at various points throughout the course to scaffold
learning and ensure quality final submissions. These milestones
will be submitted in Modules
Three and Six. The final product will be submitted in Module
Ten.
In this assignment, you will demonstrate your mastery of the
following course outcomes:
negotiator’s lens in identifying alternatives for effectively
engaging with organizational
stakeholders
of differing organizational cultures
opportunities for agreement that address the integrative interests
of organizational stakeholders
and practices for their implications on effective negotiations
with organizational
stakeholders
ropriate negotiation tactics and gambits that
advance a distributive negotiating agenda with organizational
stakeholders
Prompt
For your final project you will place yourself in the role of an
HR professional at Netflix, asked to prepare the chief human

9. resources officer (CHRO), Sharon Slade,
for a possible severance negotiation involving a departing
executive, Alice Jones. Your task is to create analysis and
negotiation coaching recommendations for
executive leadership (in either paper or presentation format),
which the CHRO can read to prepare for the negotiation. You
will review three resources listed
below that provide background information about the Netflix
organizational culture, performance expectations, and its unique
approach to defined policies and
procedures. (Relative to other companies, it has very few
policies and procedures.)
These resources are:
1. Library Article: How Netflix Reinvented HR
2. Article: The Woman Behind the Netflix Culture Doc
3. Presentation: Netflix Culture: Freedom & Responsibility
You will also review profiles and case study background
information for the CHRO, Sharon Slade, as well as the
executive, Alice Jones, who may be terminated.
These profiles, the case study background information and the
three resources about Netflix provide the content of the case
study necessary to complete the
final project. (Note: While this case study is based on a real
company, the people and the scenario presented are fictional.)
http://ezproxy.snhu.edu/login?url=http://search.ebscohost.com/l
ogin.aspx?direct=true&AuthType=cookie,ip,url,cpid&custid=sh
apiro&db=bth&AN=93302820&site=ehost-live
http://firstround.com/review/The-woman-behind-the-Netflix-
Culture-doc/
http://www.slideshare.net/reed2001/culture-1798664

10. Profile and Case Study Background Information: Sharon
Slade—Chief Human Resources Officer at Netflix
Profile: Sharon Slade
Sharon Slade is the chief human resources officer (CHRO) at
Netflix. She has been in her role at Netflix for three years,
having been recruited from General
Electric, where she worked as the vice president of human
resources. Sharon rose in through the ranks in human resources
at GE, and was instrumental in
helping design, implement and manage the GE performance and
development process, which used what was called a vitality
curve. In summary, the vitality
curve was a modified bell curve, using a 20-70-10 percentage.
All professional employees were force-ranked by their
individual performance against set goals and
objectives each year. The top 20 percent of the workforce was
identified as the best performers and were rewarded very well
for their outstanding performance.
The 70 percent majority was deemed as performing their job
adequately; the employees ranked in the bottom 10 percent were
identified as low producers and
were terminated at the end of each year. The program soon
gained the nickname as the “rank and yank” performance
process. 1
Sharon accepted the CHRO job with Netflix as she saw its
organizational values as fairly well aligned with her personal
values and work ethic, several of which are
as follows:

11. without agonizing over them.
performance gets you a generous severance package.
orts team. We hire, develop, and cut
team members smartly, so we have stars in every position. 2
1
http://www.stratoserve.com/2011/05/jack-welch-ges-4-p-and-
one-e-curve.html
http://docslide.us/documents/jack-welch-vitality-curve.html
2 McCord, P. (2014). How Netflix reinvented HR.
https://hbr.org/2014/01/how-netflix-reinvented-hr/ar/1
The Woman Behind the Netflix Culture
http://firstround.com/review/The-woman-behind-the-Netflix-
Culture-doc/
Netflix Culture: Freedom and Responsibility (PowerPoint
presentation)
http://www.slideshare.net/reed2001/culture-1798664

12. http://www.stratoserve.com/2011/05/jack-welch-ges-4-p-and-
one-e-curve.html
http://docslide.us/documents/jack-welch-vitality-curve.html
https://hbr.org/2014/01/how-netflix-reinvented-hr/ar/1
http://firstround.com/review/The-woman-behind-the-Netflix-
Culture-doc/
http://www.slideshare.net/reed2001/culture-1798664
Case Study Background Information
Employees describe Sharon as a fair but firm—a “tough
cookie”—who can hold her own in almost any setting.
Employees fully understand she expects everyone
on the Netflix team to give 110% of their talent and effort to
achieve their goals and objectives, and she has little toleranc e
for those who fail to deliver on their
objectives while citing excuses for why they failed. Sharon
expects employees to proactively see where they are failing in
their performance and develop an
action plan to get themselves back on track and stay on track.
Sharon has asked you to assist her in developing
recommendations for a discussion with Alice Jones, a managing
director at Netflix. Last year Alice’s department
was reorganized to refocus on growth, as the competition for
on-demand entertainment increased significantly. The Netflix
operations vice president expects
Netflix to be number one in all on-demand entertainment
categories, and reorganized its operations to aggressively attain
this goal. Sharon acknowledges that
Alice was a very good performer at Netflix for several years,
but also knows her performance is faltering in this new
aggressive growth model.

13. Profile and Case Study Background Information: Alice Jones—
Operations Director at Netflix
Profile: Alice Jones
Alice Jones is an operations director at Netflix, a role that she
has held for the past two years. Alice started at Netflix 10 years
ago and did very well in all her
previous roles. As a result, she was a rising star at Netflix. Last
year Netflix was facing significant challenges in the highly
competitive on-demand entertainment
industry. Her department was reorganized and a new executive
was brought in over her to lead the newly formed division.
Case Study Background Information
Alice was upset that she was not selected for the new role as
executive to lead the newly reorganized division, since she felt
she had “earned her stripes” at
Netflix and deserved to be promoted into this new role. Alice
initially resented her new boss, Jane Smith, who was an external
hire from a Fortune 500 company,
has a track record as a transformational leader in her previous
firm, and has experience in driving major change.
Alice has to admit, however, that her new boss brings a lot of
passion to the job, where she is driving significant change in the
new division. Alice sees how the
changes have improved the division’s performance numbers.
Jane Smith has begun having detailed discussions with Alice
regarding her low performance
numbers. She recognizes that Alice performed well for 10 years
at Netflix, and that she is talented and completely devoted to
the company. Because of this, Jane
went out on a limb and placed Alice on a performance

14. improvement plan (PIP), a practice at odds with the Netflix
culture.
Alice feels Jane recognizes her value to the company. Alice is
concerned that Jane has placed her on a performance
improvement plan (PIP), but understands that
she has three months to turn her performance around or she will
likely be terminated. Alice feels like the PIP is justified and her
working relationship with Jane
has become constructive. She is appreciative of the opportunity
to improve her performance and keep her job.
Sharon Slade has set up an appointment with Alice in two weeks
about her future at Netflix. Alice is only one month into her PIP
but has been working hard on
meeting its goals. She is nervous about the meeting with Sharon
because she knows Sharon was not in favor of the PIP since this
approach runs counter to the
Netflix culture.
Specifically, your analysis and negotiation coaching
recommendations for executive leadership must address the
following critical elements:
I. Summary. The purpose of this section is to prepare the chief
human resources officer for entering the arena of this particular
negotiation. Be sure to:
A. Summarize the negotiation fact pattern the chief human
resources officer (CHRO) would need in advance of the
negotiation.
B. Describe the types of power (positional, information, reward,

15. coercive, social, charismatic) the CHRO has and how they are
important to this
particular negotiation.
C. Describe appropriate alternatives that the CHRO would want
to consider in the event that an agreement is not reached. In
other words, what is
the CHRO’s BATNA? Does s/he have more than one?
II. Cultural Analysis Overview
A. What inferences can you draw about the company’s
organizational culture based on how it reacts to an employee
leaving? Support your
reasoning with specific examples.
B. Describe what cultural assumptions drive the organization’s
policy decisions. Support your response with examples.
C. Explain how you would use these assumptions to engage in a
severance negotiation that would result in the most beneficial
outcome for the
company. Support your explanation with effective examples.
III. PIOC Analysis Overview
A. Formulate appropriate phrasing for the CHRO’s opening
remarks that separate the people from the problems. Your
phrasing must be based on
principled negotiation practices.
B. Identify case-specific negotiating positions and rephrase
them as interests. For example, you could use a table to
illustrate each position and the
appropriate rephrased interest (one row per position-interest).
C. Recommend options that can appropriately address the

16. parties’ integrative interests. Feel free to consider potential
creative options that may
not be as common.
D. Identify objective criteria that can be used to measure
distributive elements of the negotiation. Explain the reasoning
for your choices.
IV. Communication Strategies
A. Identify examples of effective overt communication that
could be used in this negotiation. Explain the reasoning for your
choices. For example,
when hearing a proposal from the executive that would be risky
from a human resources perspective, how would you respond?
Why?
B. Identify situations where tacit communication is important to
this negotiation. Provide examples of how you might use such
communication in
upcoming meetings. For example, if you are making an offer to
the executive, what non-verbal cues can you provide to let
him/her know the
offer is final and you would not be open to negotiating further?
C. Contrast the benefits and risks of using overt and tacit
communication methods with respect to this negotiation. For
example, might one
particular method be more appropriate than the other? Why?
V. Negotiation Tactics and Strategies
A. Summarize potential negotiating gambits that could advance
a distributive negotiating agenda in this situation. For example,
what might you say
to persuade the other party to stop asking for concessions?

17. B. Recommend which specific gambits would be most
appropriate for advancing your agenda in this negotiation.
Explain your reasoning.
C. What tactics would you advise the negotiator to avoid in this
case? Explain your reasoning.
Milestones
Milestone One: Summary and Cultural Analysis Overview
In Module Three, you will submit a draft of Section I: Summary
and Section II: Cultural Analysis Overview of the final project.
You will submit this draft to your
instructor for review and feedback. This milestone will be
graded with the Milestone One Rubric.
Milestone Two: People, Interests, Options, Criteria (PIOC)
Analysis Overview and Communication Strategies
In Module Six, you will submit a draft of Section III: People,
Interests, Options, Criteria (PIOC) Analysis Overview and IV:
Communication Strategies of the final
project. This milestone will be graded with the Milestone Two
Rubric.
Final Submission: An Analysis and Negotiation Coaching
Recommendations for Executive Leadership
In Module Ten, you will submit your final project. It should be
a complete, polished artifact containing all of the critical

18. elements of the final product. It should
reflect the incorporation of feedback gained throughout the
course. This submission will be graded with the Final Project
Rubric (below).
Final Project Rubric
Guidelines for Submission: Your analysis and negotiation
coaching recommendations for executive leadership paper
should be 6–8 pages, double-spaced, using
12-point Times New Roman font and APA 6th edition format.
You also have the option of submitting your analysis and
negotiation coaching recommendations for
executive leadership as a presentation with 14–16 slides
accompanied by speaker notes. Your presentation should be of
professional quality and use APA 6th
edition format.
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Summary: Negotiation
Fact Pattern
[WCM-510-01]
Meets “Proficient” criteria and
summary offers keen insight into
what might happen in the
negotiation
Summarizes the negotiation fact

19. pattern the CHRO would need in
advance of the negotiation
Summarizes the negotiation fact
pattern the CHRO would need in
advance of negotiation, but
summary is verbose or lacks
necessary detail
Does not summarize the
negotiation fact pattern the
CHRO would need in advance of
the negotiation
6.4
Summary: Types of
Power
[WCM-510-01]
Meets “Proficient” criteria and
makes especially cogent
connections between the types
of power the CHRO has and the
negotiation
Describes the types of power the
CHRO has and how they are
important to the particular
negotiation
Describes the types of power the
CHRO has and how they are
important to the particular
negotiation, but description is

20. cursory or contains inaccuracies
Does not describe the types of
power the CHRO has and how
they are important to the
particular negotiation
6.4
Summary: Appropriate
Alternatives
[WCM-510-01]
Meets “Proficient” criteria and
described alternatives offer keen
insight into what might happen in
the negotiation
Describes appropriate
alternatives that the CHRO would
want to consider in the event
that an agreement is not reached
Describes alternatives that the
CHRO would want to consider in
the event that an agreement is
not reached, but description is
cursory, contains inaccuracies, or
alternatives are not appropriate
Does not describe alternatives
that the CHRO would want to
consider in the event that an
agreement is not reached

21. 6.4
Cultural Analysis:
Organizational
Culture [WCM-510-02]
Meets “Proficient” criteria and
examples provided make
particularly cogent connections
between the company’s reaction
and organizational culture
Determines what inferences can
be drawn about the company’s
organizational culture based on
the company’s reaction to an
employee leaving, supporting
reasoning with specific examples
Determines what inferences can
be drawn about the company’s
organizational culture based on
the company’s reaction to an
employee leaving, but
determination is illogical, or does
not support reasoning with
specific examples
Does not determine what
inferences can be drawn about
the company’s organizational
culture based on the company’s
reaction to an employee leaving
6.4

22. Cultural Analysis:
Cultural Assumptions
[WCM-510-02]
Meets “Proficient” criteria and
examples provided demonstrate
keen insight into the influence of
cultural assumptions on
organizational policy decisions
Describes what cultural
assumptions drive the
organization’s policy decisions,
supporting response with
examples
Describes what cultural
assumptions drive the
organization’s policy decisions,
supporting response with
examples, but description is
cursory, contains inaccuracies, or
contains gaps in support
Does not describe what cultural
assumptions drive the
organization’s policy decisions,
supporting response with
examples
6.4

23. Cultural Analysis:
Severance
Negotiation
[WCM-510-02]
Meets “Proficient” criteria and
examples provided demonstrate
keen insight into how cultural
assumptions in severance
negotiations can be beneficial for
the company
Explains how assumptions could
be used to engage in a severance
negotiation that results in the
most beneficial outcome for the
company and supports
explanation with effective
examples
Explains how assumptions could
be used to engage in a severance
negotiation that results in the
most beneficial outcome for the
company and supports
explanation with examples, but
explanation is cursory, contains
inaccuracies, or examples are not
effective
Does not explain how
assumptions could be used to
engage in a severance
negotiation that results in the
most beneficial outcome for the

24. company
6.4
PIOC Analysis: CHRO’s
Opening Remarks
[WCM-510-03]
Meets “Proficient” criteria and
phrasing demonstrates an astute
ability to separate people from
problems with principled
negotiation tactics
Formulates appropriate phrasing,
based on principled negotiation
practices, for the CHRO’s opening
remarks that separates the
people from the problems
Formulates phrasing for the
CHRO’s opening remarks based
on principled negotiation
practices, but phrasing is not
appropriate or logical, or does
not separate the people from the
problems
Does not formulate phrasing for
the CHRO’s opening remarks
4.8
PIOC Analysis: Case-
Specific Negotiating

25. [WCM-510-03]
Meets “Proficient” criteria and
rephrasing demonstrates keen
insight into case-specific
negotiating positions
Identifies appropriate case-
specific negotiating positions and
rephrases them as interests
Identifies negotiating positions
and rephrases them as interests,
but some positions are
inappropriate or are not case-
specific
Does not identify negotiating
positions and rephrase them as
interests
4.8
PIOC Analysis:
Integrative
Interests
[WCM-510-03]
Meets “Proficient” criteria and
recommendations demonstrate a
sophisticated approach to
addressing integrative interests
Recommends options that can

26. appropriately address the parties’
integrative interests
Recommends options that can
address the parties’ integrative
interests, but some
recommendations are illogical or
inappropriate
Does not recommend options
that can address the parties’
integrative interests
4.8
PIOC Analysis:
Objective
Criteria
[WCM-510-03]
Meets “Proficient” criteria and
explanation makes especially
cogent connections between
objective criteria and distributive
elements
Identifies objective criteria that
can be used to measure
distributive elements of the
negotiation, explaining reasoning
for choices
Identifies criteria that can be
used to measure distributive
elements of the negotiation, but

27. not all criteria are objective, or
does not explain choices
Does not identify criteria that can
be used to measure distributive
elements of the negotiation
4.8
Communication
Strategies: Overt
Communication
[WCM-510-04]
Meets “Proficient” criteria and
reasoning offers keen insight into
what makes overt
communication effective in
different circumstances
Identifies examples of effective
overt communication that could
be used in the negotiation,
explaining reasoning
Identifies examples of overt
communication that could be
used in the negotiation,
explaining reasoning, but not all
examples are effective for the
given situation, or reasoning is
cursory or illogical
Does not identify examples of
overt communication that could
be used in the negotiation,

28. explaining reasoning for choices
6.4
Communication
Strategies: Tacit
Communication
[WCM-510-04]
Meets “Proficient” criteria and
examples offer keen insight into
the role of tacit communication
in the negotiation
Identifies situations where tacit
communication is important to
the negotiation and provides
examples of how such
communication might be used in
upcoming meetings
Identifies situations where tacit
communication might be used in
the negotiation and provides
examples of how to do so, but
not all situations and examples
identified are important to the
negotiation, involve tacit
communication, or are relevant
for the given situation
Does not identify situations
where tacit communication might
be used and provide examples of

29. how to do so
6.4
Communication
Strategies: Benefits and
Risks
[WCM-510-04]
Meets “Proficient” criteria and is
exceptionally insightful about
how overt and tacit
communication can be both
beneficial and risky in
negotiations
Contrasts the benefits and risks
of using overt and tacit
communication methods with
respect to the negotiation
Contrasts the benefits and risks
of using overt and tacit
communication methods, but
contrast contains inaccuracies, or
is not done with respect to the
negotiation
Does not contrast the benefits
and risks of using overt and tacit
communication methods
6.4
Negotiation Tactics and

30. Strategies: Potential
Gambits
[WCM-510-05]
Meets “Proficient” criteria and
summary offers keen insight into
how potential negotiating
gambits could advance a
distributive negotiating agenda
Summarizes potential negotiating
gambits that could advance a
distributive negotiating agenda in
the situation
Summarizes potential negotiating
gambits that could advance a
distributive negotiating agenda,
but summary is verbose, lacks
necessary detail, or gambits are
not specific to the situation
Does not summarize potential
negotiating gambits that could
advance a distributive
negotiating agenda
6.4
Negotiation Tactics and
Strategies: Specific
Gambits
[WCM-510-05]

31. Meets “Proficient” criteria and
explanation makes especially
cogent connections between
specific gambits and the
negotiation
Recommends which specific
gambits would be most
appropriate for advancing agenda
in this negotiation, explaining
reasoning
Recommends specific gambits for
advancing agenda in this
situation, explaining reasoning,
but not all gambits are
appropriate, or reasoning
contains gaps in logic
Does not recommend specific
gambits for advancing agenda in
this situation, explaining
reasoning
6.4
Negotiation Tactics and
Strategies: Tactics
[WCM-510-05]
Meets “Proficient” criteria and
explanation offers keen insight
into why the negotiator should
avoid certain tactics

32. Determines which tactics the
negotiator should avoid in this
case and explains reasoning
Determines which tactics the
negotiator should avoid and
explains reasoning, but response
is cursory, illogical, or is not
relevant for the given situation
Does not determine which tactics
the negotiator should avoid and
explain reasoning
6.4
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas
Submission has critical errors

33. related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4
Total 100%