Opening figure, target, walk-away and a priced list of concessions for each issue: that is the Week 5 prep in MLDR 6175, with both sides' alternatives estimated beforehand. Searches like "mldr 6175 week 5 assignment example", "mldr6175 week 5 sample" and "mldr 6175 week 5 example" land here.
What a finished MLDR 6175 Week 5 negotiation prep looks like
Three to four pages laid out for planning, not argument. A short situation block names the meeting, the parties and the decision the meeting must reach. An issues table follows, one row per issue: the gala date, donor open rehearsals, load-in hours, crew overtime and lobby use during tech. Each row carries the production manager's priority weight, opening position, target, walk-away point and the development director's likely stance. Beneath the table sits an alternatives section applying Fisher and Ury's idea of a best alternative to a negotiated agreement to both sides, and it concludes that production's is weaker than it feels, since the managing director has overruled production before. A concession plan lists what will be offered, in what order and in exchange for what. A final list holds questions to ask.
How a MLDR 6175 Week 5 example is structured
Splitting the issues comes ahead of weighting them, because a negotiation over the gala date alone is a single-issue contest one side must lose, while five issues create room to trade. Priorities are then assigned with numbers that sum to a fixed total, which forces the production manager to admit that lobby use matters far less than the closed technical week. Openings, targets and walk-away points are set issue by issue from those weights. The alternatives analysis follows and deliberately examines both sides, since preparation that overrates its own fallback leads to walking away from agreements worth taking. The concession plan is built last and pairs each concession with something asked in return, sequenced from least to most costly. The questions list reflects the interests work of Week 3: each question is designed to confirm or correct an estimate of what development actually needs.
Five issues where there seemed to be one
The gala date, open rehearsals, load-in hours, crew overtime and lobby use are separated. Splitting one argument into several turns a contest into a trade, and it shows the production manager which issues can be given away to protect the one that matters.
Weights that must add up
Priorities are expressed as points summing to a fixed total. The constraint forces choices a ranking would hide, such as admitting that lobby use during tech is worth a small fraction of a closed final dress night.
Opening, target and walk-away per issue
Every row states where production opens, what it hopes to reach and the point beyond which it would rather not agree. The three figures make the plan usable in the room and let a reader check that openings are ambitious without being absurd.
Both sides' alternatives estimated
Each department's best alternative to agreement is estimated in turn. Production's fallback, an appeal to a managing director who has sided with development before, is weaker than it feels, and the document says so plainly.
Concessions priced and sequenced
Each concession is paired with a request and placed in order from cheapest to most costly. Offering the lobby first in exchange for crew overtime relief is planned in advance, not improvised, which keeps the most valuable issue protected longest.
Questions aimed at the other side's needs
A short list of questions tests the estimates of development's interests: whether the sponsor needs the date or the stage, whether donors need a rehearsal or simply access. Each answer could move a target, and the plan notes which one.
Where marks go in MLDR 6175 Week 5
Numbers of a sort decide this document: weights, openings, targets and walk-away points that are specific enough to act on. A prep sheet saying production will push for as much of tech week as possible has no target and cannot be evaluated. Graders then read the alternatives section, which most classrooms weight separately, and reward honest estimates of both sides' fallbacks over confident ones; claiming a strong alternative the case does not support is the most frequent error. The concession plan is scored on sequencing and reciprocity, and concessions offered without anything requested in exchange are treated as losses. Preparation about the other side, estimated from evidence in the earlier interests map, earns its own portion. Scripts of the meeting itself spend pages on something a preparation prompt never asked for.
Get a MLDR 6175 Week 5 example written to your instructions
Include the Week 5 prompt, the rubric and a note on which party you are preparing for, and the prep document comes back inside 24 to 48 hours, with the first sample free of charge. Negotiations over budgets, contracts or staffing use the same issues table; listing the issues in play is enough to start.
MLDR 6175 Week 5 questions, answered
What is a BATNA and why does the prep need one?
The acronym stands for best alternative to a negotiated agreement. It names the course a party will take if talks fail, and it sets the point below which agreeing makes no sense. Estimating both sides' alternatives honestly keeps preparation realistic, because an overrated fallback leads to rejecting deals that would have been worth taking.
Which side should the prep represent?
Whichever the prompt assigns, or the side you actually sit on if the case is your own. The example prepares for production because it has the weaker alternative, which makes the planning more instructive. Preparing for one side still requires a careful estimate of what development needs and what it would do without a deal; the document is one-sided in purpose, not in analysis.
How detailed should the concession plan be?
Detailed enough to use under pressure: what is offered, in what order, and what is asked in return for each. Three to five planned concessions is typical for a document of this length. A plan listing possible concessions with no sequence or exchange attached is a menu rather than a plan, and graders tend to treat it as preparation not yet done.