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GSBGEN 208: Ethics in Management

With leadership comes responsibility. This course explores the numerous ethical duties faced by managers and organizations. It combines analytical frameworks with the latest findings on human behavior to inform a wide range of ethical decisions and strategies. Readings include case studies, insights from experimental psychology and economics, and excerpts from or about major works of moral philosophy. Through online and in-class exercises, discussions, and personal reflection, you will reveal and assess your ethical intuitions, compare them with more explicit modes of ethical thought, and learn how to use ethics in business settings. A diverse set of ethical viewpoints will be considered with an emphasis on not only their implications for ethical behavior but also on the social and cognitive pitfalls that undermine the ability of business leaders to fulfill their ethical duties.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 352: Winning Writing

This twice-a-week full-quarter workshop will offer techniques and practical in-class exercises for writing better -- better memos, emails, feedback for colleagues, news releases, responses to questions from the media and from interviewers, and opinion pieces. Glenn Kramon, an editor who has helped New York Times reporters win 10 Pulitzer Prizes, will teach the course along with accomplished journalists with expertise in powerful, persuasive writing for business. They will provide not only helpful tips but constructive feedback on students' work. They will also share thoughts on how best to work with the news media.
Units: 3 | Grading: GSB Student Option LTR/PF

GSBGEN 367: Problem Solving for Social Change

Stanford graduates will play important roles in solving many of today's and tomorrow's major societal problems -- such as improving educational and health outcomes, conserving energy, and reducing global poverty -- which call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles through problems and case studies drawn from nonprofit organizations, for-profit social enterprises, and governments. Topics include designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing individuals' and organizations' behavior, ranging from incentives and penalties to "nudges;" human-centered design; corporate social responsibility; and pay-for-success programs. We will apply these concepts and tools to address an actual social problem facing Stanford University. (With the exception of several classes on strategy and evaluation, there is no substantial overlap with Paul Brest's and Mark Wolfson's course, Strategic Philanthropy and Impact Investing (GSBGEN 319), which has a different focus from this one.)
Units: 3 | Grading: GSB Letter Graded
Instructors: ; Brest, P. (PI); Moore, N. (GP)

GSBGEN 381: Philanthropy: Strategy, Innovation and Social Change

You have extraordinary potential to create social change, and Philanthropy: Strategy, Innovation and Social Change will empower you with the skills, experience and inspiration to actualize that potential. Regardless of your profession, industry, background, age, resource form or amount, this course will amplify your ability to make your giving, volunteering, service and leadership matter more. Through deep introspection you will develop your individual social change strategy and define and/or refine your social passions and philanthropic purpose. You will develop and apply skills essential to effective philanthropy, including creating a mission statement, mapping a social issue ecosystem, developing a philanthropic strategy and mitigating risk. You will create a theory of change that maps how you will transform your values and resources (including intellectual, human, network and financial capital) into measurable social change. You will also create a logic model, assess nonprofits and grant proposals, evaluate nonprofit programs and social change initiatives and develop strategies to share learning and increase impact. Case studies will illuminate diverse philanthropic models and approaches¿private foundations, corporate giving vehicles, venture philanthropy and LLCs, as well as policy change, advocacy and impact investing. Class activities will include role-plays, debates and simulations such as creating personal giving strategies, exploring the power dynamics of grantor-grantee relationships, giving funding pitches and assessing foundation grant proposals. Each student will select and evaluate a local nonprofit and create a formal grant proposal. Students will peer-review grant proposals, participate in a multi-stage grantmaking process and allocate $20,000 of grants funded by The Learning by Giving Foundation and Andreessen Philanthropies. Students will also have the unique opportunity to directly connect and engage with globally renowned philanthropic leaders, including Laura Muñoz Arnold (Arnold Foundation), Dr. Priscilla Chan (Chan Zuckerberg Initiative), Dr. Sandra Hernández (California Health Care Foundation), Laurene Powell Jobs (Emerson Collective), Dr. Alex Karp (Palantir), Dr. Judith Rodin (Rockefeller Foundation) and Darren Walker (Ford Foundation), among others.
Units: 3 | Grading: GSB Letter Graded

GSBGEN 383: Practical Policy and Politics

This is a skills / toolbox class, designed for beginners. This is a practical course about policy-making in the U.S. federal government. It will cover three broad subject areas: (1) an assortment of current policy topics; (2) governing processes - how policy gets made in an environment constrained by politics and elections; and (3) practical skills business leaders may need in interacting with government and with policymakers. This class is for beginners and assumes you have no prior experience or knowledge of policy or politics.
Units: 4 | Grading: GSB Letter Graded

GSBGEN 390: Individual Research

Need approval from sponsoring faculty member and GSB Registrar.
Units: 1-4 | Repeatable for credit | Grading: GSB Pass/Fail
Instructors: ; Aaker, J. (PI); Abbey, D. (PI); Admati, A. (PI); Akbarpour, M. (PI); Anderson-Macdonald, S. (PI); Arrillaga, L. (PI); Athey, S. (PI); Barnett, W. (PI); Barth, M. (PI); Bayati, M. (PI); Begenau, J. (PI); Bendor, J. (PI); Benkard, L. (PI); Berg, J. (PI); Berk, J. (PI); Bernstein, S. (PI); Beyer, A. (PI); Bimpikis, K. (PI); Blankespoor, E. (PI); Brady, D. (PI); Brady, S. (PI); Broockman, D. (PI); Bulow, J. (PI); Burgelman, R. (PI); Callander, S. (PI); Carroll, G. (PI); Casey, K. (PI); Choi, J. (PI); Clement, J. (PI); De Simone, L. (PI); DeMarzo, P. (PI); Di Tella, S. (PI); Diamond, R. (PI); Duffie, D. (PI); Ellis, J. (PI); Feinberg, Y. (PI); Flynn, F. (PI); Foarta, D. (PI); Foster, G. (PI); Galen, D. (PI); Gardete, P. (PI); Gipper, B. (PI); Glickman, M. (PI); Goldberg, A. (PI); Greer, L. (PI); Grenadier, S. (PI); Gruenfeld, D. (PI); Gur, Y. (PI); Guttentag, B. (PI); Halevy, N. (PI); Hartmann, W. (PI); Heath, C. (PI); Hebert, B. (PI); Hennessey, K. (PI); Hoshi, T. (PI); Huang, S. (PI); Iancu, D. (PI); Imbens, G. (PI); Jha, S. (PI); Jones, C. (PI); Kasznik, R. (PI); Kelly, P. (PI); Kessler, D. (PI); Kosinski, M. (PI); Koudijs, P. (PI); Kramer, R. (PI); Kramon, G. (PI); Krehbiel, K. (PI); Kreps, D. (PI); Krishnamurthy, A. (PI); Lambert, N. (PI); Larcker, D. (PI); Lattin, J. (PI); Lazear, E. (PI); Lee, C. (PI); Lee, H. (PI); Lester, R. (PI); Levav, J. (PI); Levin, J. (PI); Levine, P. (PI); Lowery, B. (PI); Lustig, H. (PI); Malhotra, N. (PI); Marinovic, I. (PI); Martin, A. (PI); Martin, G. (PI); McNichols, M. (PI); McQuade, T. (PI); Meehan, B. (PI); Mendelson, H. (PI); Mendonca, L. (PI); Miller, D. (PI); Monin, B. (PI); Narayanan, S. (PI); Neale, M. (PI); O'Hair, A. (PI); O'Reilly, C. (PI); Ostrovsky, M. (PI); Oyer, P. (PI); Parker, G. (PI); Peterson, J. (PI); Pfeffer, J. (PI); Pfleiderer, P. (PI); Piotroski, J. (PI); Plambeck, E. (PI); Raimondi, A. (PI); Ranganathan, A. (PI); Rao, H. (PI); Rauh, J. (PI); Reichelstein, S. (PI); Reiss, P. (PI); Rice, C. (PI); Rohan, D. (PI); Saban, D. (PI); Sahni, N. (PI); Saloner, G. (PI); Sannikov, Y. (PI); Schramm, J. (PI); Seiler, S. (PI); Seru, A. (PI); Shaw, K. (PI); Shiv, B. (PI); Shotts, K. (PI); Siegel, R. (PI); Siegelman, R. (PI); Simonson, I. (PI); Singleton, K. (PI); Skrzypacz, A. (PI); Somaini, P. (PI); Sorensen, J. (PI); Soule, S. (PI); Sterling, A. (PI); Strebulaev, I. (PI); Sugaya, T. (PI); Tormala, Z. (PI); Wager, S. (PI); Walder, A. (PI); Weaver, G. (PI); Wein, L. (PI); Weintraub, G. (PI); Whang, S. (PI); Wheeler, S. (PI); Wood, D. (PI); Xu, K. (PI); Yurukoglu, A. (PI); Zenios, S. (PI); Ziebelman, P. (PI); Zwiebel, J. (PI); Alvarez, G. (GP); Alvarez, K. (GP); Bagalso, R. (GP); Bray, S. (GP); Davis, S. (GP); Keller, R. (GP); Khojasteh, J. (GP); Kocharyan, N. (GP); Lion-Transler, C. (GP); Lumagui, S. (GP); Moore, N. (GP); Mora, R. (GP); Patel, A. (GP); Ponce, S. (GP); Shaker, S. (GP); Siegrist, K. (GP); Smeton, K. (GP); Smith, J. (GP); Stock, K. (GP); Wells, K. (GP); Williams, J. (GP)

GSBGEN 515: Essentials of Strategic Communication

Successful leaders understand the power of authentic, memorable communication.This course uses the lens of oral communication and presentations, to introduce the essential elements of the strategic communication strategies that make authentic, memorable communication work. Focusing on oral communication and presentation, we introduce the essentials of communication strategy and persuasion: audience analysis, message construction, communicator credibility, and delivery. Deliverables include written documents, focusing on individual and team presentations, with students receiving continuous feedback to improve their communication effectiveness, and to sharpen their authentic leadership voice. This highly interactive, practical course, is focused on feedback to help students at all levels of communication mastery develop confidence in their speaking and writing. Course includes presentations, assignments, lectures, discussions, simulated activities, in-class feedback, and filmed feedback. In this course you will learn to: 1) Recognize strategically effective communication 2) Implement the principles of strategic communication across different platforms 3) Develop clearly organized and effective presentations and documents 4) Diagnose and expand, your personal authentic communication style. As you make your super round selection, keep in mind that wait lists have been long for this course.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 520: Designing Solutions by Leveraging the Frinky Science of the Human Mind

The thrust of this seminar is about designing effective and innovative solutions by leveraging deep insights into the workings of the human brain, specifically the instinctual brain. Designing solutions for organizations¿for example, "How do we design effective solutions that will foster innovation and risk-taking in large organizations?" Designing solutions for markets so as to identify potentially disruptive new-business ideas; for existing organizations, fostering a competitive advantage, loyalty, customer life-time-value, etc. Designing solutions for customer engagement and behavior change. Designing solutions for leaders, who need to be effective at making decisions and, arguably even more important, influencing others' decisions. The seminar will explore these topics by unraveling the workings of the human brain, leveraging frameworks that essentially capture the way instinctual brain systems shape our decisions, experiences and behaviors. Filled with mini-case studies and examples to illustrate the various topics, the seminar features an individual as well as a group project that is geared toward applying the learnings to identifying a potentially disruptive business idea.
Units: 2 | Grading: GSB Letter Graded
Instructors: ; Shiv, B. (PI); Ponce, S. (GP)

GSBGEN 531: Global Study Trip Leadership Skills

This course is open only to leaders of the Global Study Trips. This course is experiential and designed to support the leadership learning and development of students leading Global Study Trips. Lectures, role plays, cases, and exercises will be used to demonstrate and practice the skills needed to successfully lead a group of peers as they develop into a learning community to explore an academic topic in locations around the world. Topics covered in the class include high performing teams, setting expectations, feedback and the influence process, culture, managing crises on the ground, and more. Additional ~3.5 hours of coaching time for enrolled students and their GST team members with a leadership coach.
Units: 2 | Grading: GSB Pass/Fail

GSBGEN 550: Issues in Leadership

This seminar will explore the nature and role of leadership in organizations. We will examine such questions as (1) What is leadership? (2) Why is it important? (3) What is it that leaders actually do? (4) How do they do it? (5) How are leaders developed? (6) Why do leaders succeed or fail? (7) What about your potential for leadership and your strategy for developing it?Our primary objective in this seminar is to achieve a deeper understanding of the nature and role of leadership in organizations. Our approach will be to examine a small sample of the literature, together with the amazing story of Ernest Shackleton and his Endurance crew, and then to probe several key questions through lively class discussion. The discussion, informed by the readings and also by our collective experiences, will seek to develop some general principles and observations about leadership - particularly about how you might better develop yourself as a leader.
Units: 2 | Grading: GSB Student Option LTR/PF

GSBGEN 564: The Entertainment Industry - An Intersection of Art and Commerce

In this seminar we will explore the intersection of art and commerce in the entertainment industry. We will look at creating films and television programing that are artistically meaningful and/or have the potential for commercial success. The class will also look in depth at the rapidly changing business of entertainment. Films are increasingly used as a tool for social change, and we will examine this power. The entertainment industry is one of enormous importance - both from a business and cultural standpoint, and has influence on virtually every sphere of our society. Sometimes the industry can seem baffling, mercurial, and characterized more by madness than method. But despite its uncertainties, Hollywood does have its own rules, rhythms, methods and strategies - and examining and evaluating them will be a key part of this seminar. This is a time when many existing formulas are being reconsidered, retooled, or jettisoned, and new technologies and expanding markets are having a profound impact on the industry - and tracking and analyzing this will be a key part of the course. I will also bring some of my professional experiences into the classroom (including directing, writing, and producing for film and television, etc.), and discuss these experiences through the intersection of the business and creative sides of the industry. We will discuss the entertainment industry's future, and address varied and effective paths for creating entertainment product with artistic and/or commercial merit. Students taking the course will be asked to be part of an in-class group exercise, and also complete a final group project where they will present their work in class.
Units: 2 | Grading: GSB Letter Graded

GSBGEN 565: Political Communication: How Leaders Become Leaders

Politics, perhaps like no other arena, provides a rich and dramatic laboratory for studying the art and science of influential communication. Whether it is a local school bond election or a Congressional race, a Presidential debate or a State of the Union Address, the demanding communications of politics provide insights into our own strengths and gaps as a communicator and leader. Political campaigns, by their very nature, are highly visible, oriented toward very specific objectives, and increasingly leverage a variety of new media platforms. They are often emotionally charged, and rife with conflict and drama. The principles of political communications transcend politics, and are useful guides for leaders in business, the non-profit community, as well as government. How candidates, elected officials, and leaders in all kinds of organizations communicate vision, values, and experience, as well as how they perform in very fluid environments, not the least of which may be during a crisis, has a great deal to do with their career success. In its ninth year, this highly interactive course allows students to explore both theory and practice behind effective positioning and presentation. Last year was a presidential election year in the United States, and was an extraordinary event in many respects. Students will analyze and evaluate both successful and unsuccessful communications strategies of political campaigns and candidates. They will explore historic examples of US Presidential debates, from Nixon/Kennedy to the present. Further they will experience political events as they happen -- like last year's campaigns -- with each class drawing lessons from political developments around the nation and the world. Students will also hone their own strategic communications skills in activities requiring both written and spoken communication. This is not a course in political science, American government, or in public speaking. However, the engaged student will gain insights into those areas as well.The course is taught by David Demarest, Vice President of Public Affairs for Stanford University. Demarest has broad communications experience across the public and private sector in financial services, education, and government. After serving as Assistant U.S. Trade Representative, and Assistant Secretary of Labor in the Reagan Administration, in 1988 he served as Communications Director for Vice President George H. W. Bush's successful presidential campaign. He then became a member of the White House senior staff as White House Communications Director. After leaving government in 1993, he spent the next decade leading communications for two Fortune 50 companies, before coming to Stanford in 2005.
Units: 2 | Grading: GSB Student Option LTR/PF

GSBGEN 566: Dilemmas. Decisions.

GSBGEN 566 is an elective course offered to 2nd-year MBA and MSx students. The goal of this course is to improve students' judgment in confronting challenging, real business situations encountered in the normal progression of corporate activities. The course aims to sharpen moral reasoning and build judgment without favoring a particular position. The course will be taught by Mark Leslie and Peter Levine, Lecturers.This course is taught using ¿vignettes¿. At the beginning of each class students will be given a one-page reading that describes a business situation which requires a decision to be made. After in-depth discussion, a second page will be handed out, describing how the situation actually unfolded and challenges the class with new information. This new information typically changes the dynamics of the case and requires a new decision to be made. Often there is a third and fourth page that continues the dialogue. Frequent student-to-student and student-to-instructor role-playing will be employed in the development of the session. Note that for most classes there is little or no advanced preparation required, which is often the case when making real-world business decisions.Cases are drawn from a wide selection of actual business challenges with protagonists joining the class as guests whenever available. Vignettes are based on topics such as raising venture capital, managing major industrial customers, product distribution agreements, board of director and fiduciary conflicts, developing financial instruments, senior management issues, work/life balance, etc.The class is extremely engaging - it is quite usual to find continuing discussion of the day's case outside the classroom among small groups of students.This class is for two GSB credits and will be graded on a pass/fail basis. Sixty percent of the final grade will be derived from classroom performance; the remainder will be based on a final written assignment describing a personal ethical situation that the student has faced in their careers.
Units: 2 | Grading: GSB Pass/Fail

GSBGEN 568: Managing Difficult Conversations

This elective 2-unit course is offered to all medical students, residents, and fellows, and to GSB students who aspire to improve their ability to deal effectively with difficult interpersonal situations. The course will be taught by William F. Meehan III, the Lafayette Partners Lecturer in Strategic Management, Stanford Graduate School of Business and Charles G. Prober, M.D., Professor of Pediatrics, Microbiology & Immunology and Senior Associate Vice Provost for Health Education, Stanford School of Medicine. The course, which will be case-based, will involve frequent student-to-student and student-to-instructor role-playing in authentic medical interactions and difficult interpersonal situations. Topic-specific experts often will be present to participate as class guests. Relevant principles of professionalism, leadership, and psychology underlie the course pedagogy. There will be seven classes held on Wednesdays beginning April 10th and concluding on May 22nd. Students will be expected to attend all classes unless excused in advance. Class preparation will include reading of assigned cases; analysis of the cases and recommendations as to how to confront specific difficult conversations (consistent with assigned study questions); and reading of assigned background material. It is important that all students participate actively in classroom discussions. For GSB students, 50% of the final grade will depend on classroom performance; the remainder will be based on a final written assignment of 3-5 pages. GSB students will be graded on a Pass/Fail basis. The course will be ungraded for medical students, residents and fellows. All students will be expected to complete the written assignment. Class size will be limited to 40 students per the following: (1) a maximum of 20 GSB students and (2) a maximum of 20 medical students, residents, and fellows.
Units: 2 | Grading: GSB Pass/Fail

GSBGEN 646: Behavioral Economics and the Psychology of Decision Making

This seminar examines research on the psychology of judgment and choice. Although the normative issue of how decisions should be made is relevant, the descriptive issue of how decisions are made is the main focus of the course. Topics of discussion include choice, judgment heuristics and biases, decision framing, prospect theory, mental accounting, context effects, task effects, regret, and other topics. The goal of the seminar is twofold: to foster a critical appreciation of existing knowledge in behavioral decision theory, to develop the students' skills in identifying and testing interesting research ideas, and to explore research opportunities for adding to that knowledge.
Units: 3 | Grading: GSB Letter Graded

GSBGEN 675: Microeconomic Theory

This course provides an introduction to microeconomic theory designed to meet the needs of students in the GSB non-Economics PhD programs. The course will cover the standard economic models of individual decision-making, models of consumer behavior and producer behavior under perfect competition, the Arrow-Debreu general equilibrium model, and some basic issues in welfare measurement. This class assumes a basic knowledge of undergraduate intermediate microeconomics, comfort with multivariable calculus and linear algebra and some exposure to real analysis.
Units: 3 | Grading: GSB Letter Graded

GSBGEN 697: Research Fellows Practicum

Units: 1-6 | Repeatable for credit | Grading: GSB Pass/Fail
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