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Opening Horacio Falcao, Professor of Decision Sciences, INSEAD
Presentation Critical Moments : When Negotiations are Unforgiving!
Presentation Global cosmopolitans : The creative edge of difference
Presentation Depressives, narcissists, obsessive-compulsives : Who can better predict the World Cup?
Presentation Momentum Leadership : Unleash Your Potential for Growth

  Opening Remarks
Oct.12th 09:00~09:15, MGB

 As one of the world’s leading and largest graduate business schools, INSEAD brings together people, cultures and ideas from around the world to change lives and transform organisations. This worldly perspective and cultural diversity are reflected in all aspects of our research and teaching.

With three campuses in Europe (France), in Asia (Singapore) and in the Middle East (Abu Dhabi), a research centre in Israel and an office in New York, INSEAD extends the reach of its business education and research across three continents. Our 145 renowned faculty members from 36 countries inspire more than 1,000 degree participants in our MBA, Executive MBA and PhD programmes. In addition, more than 9,500 executives participate in INSEAD’s executive education programmes. With the INSEAD-Wharton Alliance, we deliver MBA and co-branded executive education programmes on Wharton's U.S. campuses in Philadelphia and San Francisco, as well as on our campuses in Asia and Europe.

This academic year of 2010/11 marks a significant milestone for INSEAD as we commemorate the 10th Anniversary of the founding of our Asia Campus in Singapore.

Horacio Falcao   Professor of Decision Sciences, INSEAD


  Critical Moments : When Negotiations are Unforgiving!
Oct.12th 09:15~10:45, MGB

 Like naval explorers advancing into unknown seas, negotiations can be an act of faith, where we move blind into a sea of tricks, traps and dangers. The more complex negotiations become, the harder it is to keep track of all their available or potential risks and opportunities. Besides, in a 24hr-connectivity world, we communicate a lot through different means, which provides more, but not necessarily better, communication.

  How can we navigate the risks and complexities of negotiations, while sustaining our negotiation focus for hours, days, weeks or even years in a row? The answer is that we cannot do it perfectly! As Prof. Falcao describes in his recent book Value Negotiation: How to Finally Get the Win-Win Right (www.valuenegotiation.com), what we can do is to recognize our human frailties and navigate negotiations by anticipating the most dangerous or critical moments.

  Negotiation critical moments are the stages in which the negotiation stakes and risks are highest. By anticipating, recognising and preparing for critical moments, we can feel in control, reduce our anxiety and have the right and ethical moves when the negotiation gets toughest. Anywhere else in the negotiation and we can be on cruise control, since between critical moments our potential mistakes are more easily forgiven or fixed. Thus, in this session, we will better understand the different negotiation processes and their common critical moments to help any negotiator navigate even the stormiest of weathers.
Horacio Falcao   Professor of Decision Sciences, INSEAD

  Global cosmopolitans : The creative edge of difference
Oct.12th 11:10~12:40, MGB

 In a world where national boundaries have become permeable through the opportunities for international careers and personal travel, a new breed of individual has emerged who reflects this change and promises to be the key player in the next stages of globalisation. This is the Global Cosmopolitan, a featured actor in this emerging drama who has lived in different countries, learnt to speak multiple languages and acquired an ease of moving to new situations.
 Professor Linda Brimm affords a unique view into the world and experience of Global Cosmopolitans, in her book, Global Cosmopolitans, The Creative Edge of Difference.

 Based on her extensive work as a consultant, teacher and psychologist working with these individuals, she will present their stories, with a variety of useful concepts for understanding their unique experience. The frameworks are also a useful approach for any individual experiencing the excitement and anxieties of change in life conditions and personal identity. Finally to the organizations that will increasingly rely on the unique talents of this group, this presentation affords an insight into the special world of these individuals and begins an important dialogue of how to best involve and manage these people.

Linda Brimm   Emeritus Professor of Organisational Behaviour, INSEAD

  Depressives, narcissists, obsessive-compulsives
: Who can better predict the World Cup?
Oct.12th 13:40~15:10, MGB

 To succeed ? in finance, manufacturing, services ? one must be able to anticipate the future, or forecast. Will there be an increase in demand of microchips? Will the share prices drop in the first quarter? Who will win the next World Cup? Sometimes forecasts are derived from quantitative models (graphs, charts and formulas), but most of the time they are the product of human judgment. And just as the recent financial crisis has shown us, even quantitative models and people can be wrong when making forecasts.

 One of the most pervasive biases in judgmental forecasting is overconfidence: people tend to anticipate that their forecasts will be more accurate than they tend to turn out to be So, are some people better at making predictions than others?

 To address this, we had around 1100 people from around the world make predictions for the 2010 FIFA World Cup and also take a large set of personality measures. Besides forecasting scores for each person, we have measures of depression, narcissism, obsessive-compulsiveness, mood, etc. Who made the best World Cup forecasts? Professor Neil Bearden will reveal the results during his talk.

Neil J. Bearden   Professor of Decision Sciences, INSEAD

  Momentum Leadership : Unleash Your Potential for Growth
Oct.12th 15:40~17:00, MGB

 Growth is essential for the success of firms, teams, and individuals. It is not an option. The real strategic choice after the economic crisis that emerged in 2008 is how to grow in an efficient and sustained manner.

 The key lesson from this crisis is indeed that growth at any cost is not sustainable. Tomorrow’s success will be gained by mobilizing brainpower to generate more growth less costly. Building momentum, internally and externally is the key to deliver efficient and sustained growth. The purpose of this session is to give you practical recommendations to increase your business performance by generating superior growth using relatively fewer resources.

  This session is articulated around the research and tools exposed in Professor JC Larreche’s book, The Momentum Effect, named “4th Best Book of 2008” by Amazon USA, and recently published in Korean by Kyobo books. It is a powerful and pragmatic roadmap to mobilize your teams and employees on a common vision of efficient growth generation.

Jean-Claude Larreche   The Alfred H. Heineken Chaired Professor of Marketing and Professor
                                         of Marketing, INSEAD