October 2019: Approved Courses

Course Name Change:

Narrative Medicine:

NMED 5110 changed from “Methods in Narrative Medicine” to “Close Reading: Principles, Practice, and Practicum”. 

Course Approvals:

  • NECR 5101: Understanding Conflict and Cooperation
  • APAN 5600: Strategy and Analytics
  • SCOM PS5310: Ethical Decision Making for Communicators
  • SPRT 5331: Sports Entrepreneurship
  • HCM 5250: Foundations of Labor & Employment Law

Course Overview for NECR 5101
Understanding Conflict and Cooperation

Conflict is an inherent part of our social experience and present at all levels of our interactions, from intra- and interpersonal to intergroup and international. It can be simple and easily addressed or long lasting and complex. It can be destructive or spur our creativity. We experience conflict daily in our personal and professional lives: in our families, communities, organizations, and across international boundaries. This course introduces concepts and theories to create a foundational understanding of the sources of conflict, analyze conflict situations, and identify approaches and strategies that shift conflict from destructive to constructive processes. Through this material you will build a foundation of conflict theories and frameworks rooted in social psychology, law, political science, social work, and business; explore and build awareness of your personal perspectives about conflict and conflict resolution; and learn to appropriately select and apply theories and concepts to analyze a conflict. The course will challenge you to develop self-awareness around your biases and perspectives through readings, lectures, reflections, a story analysis, a cooperative group exercise, and a term paper, all contributing to your development as a scholar-practitioner.

Understanding Conflict and Cooperation is a course grounded in concepts of cooperation and competition, power and conflict, culture, and social justice. It introduces foundational approaches to engaging with conflict with a focus on negotiation, an essential conflict resolution strategy, and mediation, a strategy enlisting a third party. Intergroup conflict processes and escalation, apparent in our world today, are also covered.  In addition, intractable conflict and sustainable peace will be explored through recently developed work that applies complexity science and dynamical systems theory. While the course focuses on concepts and theories, the links between theory, research, and practice will be emphasized throughout the course.

For NECR Students: This required, 3-credit course provides a foundational framework that students use in the Negotiation and Conflict Resolution program. In particular, in PS5105 (Introduction to Negotiation) and PS5202 (Advanced Conflict Resolution) students will further examine factors affecting the outcomes of the negotiation process and explore themes related to specific conflict resolution issues respectively. In PS5107 (Introduction to Mediation) they will link theory, practice and the role of self in mediation practice. Furthermore, in PS5210 (Conflict Resolution and Dynamical Systems) students will continue exploring the dynamical systems perspective as an emerging tool for conflict resolution analysis and intervention. Capstone courses, in particular PS6150 (Applying Conflict Analysis), link foundational theories to practice to interpret and make meaning of data and its analysis, leading to sustainable change strategies and interventions.

Course Overview for APAN 5600
Strategy and Analytics

This Core course provides students with an understanding of strategy for an organization in which analytics will play a critical
role. This course is very much about the practical application of strategic thinking on two levels: that of the organization (what is
my organization’s strategy?) and the analytics team (what is the strategy for the analytics team within my organization?)
The leader of an analytics unit in an organization needs to determine its strategy with respect to the rest of the organization and
possibly competing demands for the organization’s resources, attention and priorities. In addition, the MSAA program stresses the
need to develop and implement valuable insights for the organization. Understanding the implications of those insights for the
strategic positioning of an organization is thus part of the job for MSAA students. Beyond this, being aware of how strategies play
out in the real world will also help students to successfully drive implementation of their organization’s strategy.
Other courses in the program teach students how to generate insights from data. This course focuses on the next step — what
needs to change in an organization to benefit from those insights.
Students will learn how to evaluate the strategic environment, the strategic models that might be useful for their organization, and
the implementation of a strategy. Special emphasis will be placed on the interplay between analytics and strategic considerations
in an organization.
The course will also ask students to learn theory and research findings and then apply what they have learned to real situations.
Each day’s class will consist of an elaboration and discussion of key topics and exercises in which students apply what has been
learned to a specific situation. Near the end of the class sessions, the result will be a strategic plan written by each team. Then the
class will culminate in an extensive simulation/business game during which teams of students will implement their strategic plan
in the face of various external and internal events.
After classes are finished, each student will evaluate the performance of the group strategic plan and write his/her own completed
and updated version of the strategic plan.

Course Overview for SCOM PS5310
Ethical Decision Making for Communicators

This elective course addresses the growing need for ethical leadership among communications and marketing professionals—
both to build trust among increasingly socially conscious stakeholders and protect an organization’s reputation. Students will learn—through case studies, class discussions and assignments—how to identify ethical dilemmas, analyze potential risks and opportunities by applying ethical reasoning, and to formulate persuasive arguments for winning support for their positions from within and outside their organizations. Students will also learn how to integrate ethical decision making into long-term communications and business planning. This course will focus on current events involving issues specific to communications and marketing professionals, including the growing influence of false and misleading information, micro-targeting racial, ethnic and other groups, misuse of consumer data and other potentially career-defining challenges.   

While designed for students enrolled in the Master of Science in Strategic Communication program, “Ethical Decision Making for Communicators” is open, space permitting, to all School of Professional Studies students. The course can provide these students with an action-oriented framework for identifying, analyzing and confronting ethical issues in the workplace.

Course Overview for SPRT 5331
Sports Entrepreneurship

In today’s creative economy, leaders who encourage continuous change and innovation within their organizations are better equipped to leverage market opportunities, optimize their organizational resources, and more effectively mitigate their risk. This course explores innovation and entrepreneurship within a sports context. This course is designed as an elective for Columbia University M.S. in Sports Management program; students in this course will deepen their understanding of entrepreneurship and innovation in the sports industry and develop specific, high-demand attributes and abilities needed to become innovators and operators within the evolving sports entrepreneurship landscape.

The course begins with an overview of sports entrepreneurship and includes case studies covering key sports entrepreneurs and sports ventures in today’s sports landscape such as: Curt Schilling, Thuuz Sports, and Dwyane Wade. The course includes a strong foundation of academic readings and case studies that examine broader entrepreneurial strategies for business ventures including Amazon.com, Dropbox, and Rent the Runway. This course also includes a Harvard Business School case study; R/GA: Corporate Venture Studio vs. Accelerator, researched and written by the course instructor. This course includes a custom module for this content that includes a simulation conducted as a class exercise adopted by the course instructor.

After building a foundation of what sports entrepreneurship is and exploring how entrepreneurial strategies apply to sports business ventures, students will transition to working with sports startup founders to solve real-world problems. Students will work on a live business issue presented by a startup sports founder, including but not limited to marketing, sales, operations, and raising venture financing. Students will work in groups to complete specific tasks including research, analysis, reporting, and a pitch to be presented to the startup founder with the goal to imagine new ways to solve problems and create value.

The purpose of this course is to build a core foundation for entrepreneurship and innovation with the goal of developing frameworks and conceptual tools for Columbia Sports Management students to explore the world of sports entrepreneurship as well as expose students to startup sports ventures and real business issues via a case-based method. Course topics include: the entrepreneurial journey, characteristic of founders & co-founders, the art of the pitch, shaping opportunities, business models, the Lean Startup method and the hypothesis-driven approach, product testing, marketing strategy, entrepreneurial marketing, legal structures and venture financing.

Throughout the course, students will explore frameworks and conceptual tools for assessing market opportunities, defining problems, evaluating solutions, creating and testing new products and services, and developing the optimal marketing strategy for innovative products and services in the sports industry.

Taught by a full-time faculty member (senior lecturer) that is both an academic and practitioner with over 30 years of work experience, including serving as CEO of a sports startup he grew to become a top 10 sports website acquired by ESPN, this entrepreneurship course leaves students with tangible resources such as academic readings, case-based lessons and collaborative learning models that train students to analyze, decide, and lead – rather than merely know – while creating a student experience that fosters a deep and tenacious community of innovators.

This course is ideal for both students who seek to introduce new products and services into the market as founders and entrepreneurs to imagine new ways to solve problems and create value in new ventures; as well as those students who aspire to an entrepreneurial mindset in their current financing, marketing, and sales & management roles in order to expand their existing business ventures.

Course Overview for HCM 5250
Foundations of Labor & Employment Law

Students in this core course will explore the legal framework governing labor relations, workplace ethics, and employee/employer rights in the workplace. In addition to a review of current developments and best practices, the course will cover collective bargaining, union organizing, disability law, privacy, and employment litigation. Other subjects will include handling employee complaints and working with legal counsel on the resolution of those complaints. The overall goal of the course is for students to attain a working knowledge of employee and employer rights and obligations in an effort to maximize the productivity of their organization and gain the confidence to make employee/employer-related decisions  on a daily basis. This will include developing the basis for protecting both employer and employee rights

and the knowledge necessary to minimize legal exposure and communicate effectively with legal counsel on a variety of labor and employment law issues.

This course is not currently open to cross-registrants from other fields and/or Columbia University programs. Specific competencies/prerequisite knowledge or course work in the discipline is not required for this course.

This course serves the following programmatic goals:

Develop integrated workforce strategies and talent solutions that are responsive to a diverse and dynamic marketplace, sustainable, and aligned to organizational goals.

Demonstrate leadership competencies required to serve as a trusted and agile advisor on human capital implications relating to the talent lifecycle and to organizational opportunities and challenges.

Develop rationales grounded in financial and business acumen and connected to organizational objectives for investments in human capital management initiatives.