PPD 572 Special Issues in International Public Policy & Management:
Multi Stakeholder Dialogue to better “Newgotiate”
Frank V. Zerunyan, J.D.
Professor of the Practice of Governance
Director, Executive Education
USC Sol Price School of Public Policy
[email protected]
Select Guest Lectures and Class Exercises by:
Yann Duzert, Ph.D.
Director Guerreiro Ramos Joint Chair
Fundação Getulio Vargas and USC Sol Price School of Public Policy
[email protected]
Office RGL 200
Office Hours: By appointment.
Course Description
This course addresses complex group decision challenges across the public sector, nonprofit
organizations, and private industry to better achieve broad-based policy consensus that can lay the
foundation for more effective negotiations for policymaking and implementation. The purpose of the
course is to understand the theory and master the tools and techniques that facilitate a multistakeholder dialogue process, which we call Newgotiation. This is based on our book “Newgotiation for
Public Leaders,” which is part of the reading for this course. Newgotiation structured on the
collaborative governance framework is particular to public policy and public administration.
Newgotiation conveys practical tools for graduate students, executives, public and private leaders,
managers and professionals from all public, private and non-profit sectors to improve performance and
relationships in this highly competitive and global marketplace.
Our methodological approach to negotiation emphasizes the physiological conditions in the interaction
between different types of actors with varied levels of power. Newgotiation explores pedagogical
instruments for public leaders, sales forces, sourcing and project management consultants, alternative
dispute resolution for lawyers, labor conflicts for human resources professionals, stakeholders in
environmental conflicts, and all financial settings. Throughout our Newgotiation process there are
moments of reflection alternating with moments of action, allowing each participant to craft a path to a
meaningful win/win. Our methodology is all about identifying potential problems, crafting solutions and
structuring value creation and value distribution based on organizational priorities.
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The course is relevant to a wide-ranging spectrum of negotiation problems applicable in the public
sphere at local, national and international levels and in all aspects of commerce as well as in the social
sector arenas within which NGOs and nonprofits operate. Many other examples can be drawn from
current headlines, such as balancing the myriad of interests in communities affected by the expansion of
hydraulic fracturing to extract natural gas, efforts to combat drug-cartel sponsored violence in Mexico,
cross-border negotiations involving downstream water uses of rivers such as the Mekong that flow
through multiple countries, and longstanding debates regarding international labor standards for
manufacturing and other industries.
A tenet of the course is that policymakers and decision makers need: (i) organizational skills to assess
the types of multi-stakeholder dynamics embedded in complex policy issues, (ii) problem-solving skills to
analyze the determinants of seemingly intractable problems so as to devise better remedies and (iii)
interpersonal communication, negotiation, and leadership skills to build consensus and change behavior
to implement the solutions. The course aims to develop these skills through its analytical framework,
the topics covered in lectures and readings, and through a set of experiential activities involving
simulations and role-playing in response to cases, many of which are drawn from real-world examples.
The course discusses managing power with tools of influence and persuasion; managing meetings with
risk, information and decision frameworks; dealing with governments in multiple countries; designing
joint fact-finding processes for policy making; contingency planning to mitigate risks; dealing with
emotions and identity and developing the mindset of the facilitator as deal maker.
The course explores various governance models in Europe, USA, China, and Brazil to provide an
intellectual underpinning for shaping policies and business practices/social enterprises that reach across
sectors and cultures. Stakeholder analysis is used to provide a framework for understanding the
organizational dynamics of complex social problems. Getting stakeholder buy-in and reaching
consensus is critical to the success of a project or new policy. We will discuss decision making, conflict
resolution techniques leading into a larger dialogue of “Global Interactions and Newgotiation.”
Stakeholder analysis and tools of consensus building are both an ART and a SCIENCE. We will explore
both through an innovative collaborative learning process and with several case studies.
Building on our policy and administration techniques of decision making, stakeholder analysis,
consensus building and conflict resolution, the course will next address and “drill down” complex
negotiations challenges across the public sector, nonprofit organizations, and the private sector. We will
focus on advanced tools to facilitate multiparty negotiations involving public disputes in contexts, such
as town hall meetings, land use negotiations, mediating labor and environmental disputes, urban
planning and public procurement negotiations.
To develop your skills as a modern negotiator, you will be introduced to Newgotiation, such as the
mindset of new negotiators and the technique called “Matrix of Complex Negotiation” (Matrix), which is
developed through four steps, ten elements, and ten indicators of negotiation outcomes. The
techniques of the Matrix are designed to solve public disputes with a consensus building approach,
mapping the different interests and finding a mutually acceptable solution. We will accomplish this
learning experience through group presentations and case studies of actual public disputes and
negotiations. As a Newgotiator you will learn to listen to build empathy, respect, and tolerance and deal
with complexity.
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Learning Objectives
The purpose of this course is to develop a conceptual and a practical approach to understanding
complex multi stakeholder dialogue and problem solving through communication, leadership, and
management skills. Specifically, students taking the course will achieve the following:

Increase skills in leadership, design, and management of global interactions.

Develop skills for stakeholder analysis, consensus building, negotiation, and leadership in
intersectoral and cross cultural contexts

Gain an intellectual understanding of the dynamic and complex processes involved in shaping
public policy issues and to clarify when the tools and techniques of consensus building can
resolve conflicts and optimize multi-party agreements.

Improve analytical abilities in understanding the motivations and behavior of individuals,
stakeholders and participants that shape the policy and/or organizational process around any
policy issue.

Increase effectiveness in opening channels of dialogue and strengthen interpersonal
communication skills.

Gain greater awareness of and be better able to manage the types of cross-cultural issues that
arise in the context of international policy issues, build empathy and tolerance, and engage in
constructive interplay across multiple parties.

Master the techniques and art of negotiation and consensus building, including how to structure
and manage the negotiation process with an understanding of the dynamics of power
positioning and how to engage in mutual gains negotiations with governments or others.

Improved analytical and presentation skills to have impact with your written and verbal work.

Become more resourceful and creative managers and policymakers in building consensus out of
diversity and increase your capacity to work through ambiguity and complex problem solving.
Course Requirements
1. Class participation: Advanced preparation and active class participation is essential and will be
part of the grade. Students will be required to complete all readings and assignments in
advance to make meaningful and insightful contributions in class discussion. This will be an
interactive course and your participation is vital.
2. Team or Group Presentations: Team or Group presentations of 15 minutes each will engage the
rest of the class in dialogues about articles read as well as specific case studies in analyzing a
conflict or a public dispute.
3. Individual Paper: Each student shall complete an individual writing assignment of 13-15 pages
with an accompanying presentation, analyzing a particular policy issue that involves some
aspect of public dispute resolution in a country of your choosing. Analyze the issue using the
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tools and frameworks discussed in class, providing a problem statement, issue analysis, policy or
organizational environment, stakeholder analysis and conflict map. Design a process for
resolving the dispute, identify the elements and form of negotiation, and describe how you will
manage multi stakeholder dialogue and improve the risk, information and decision management
of the problem. Due dates: Topic Identification – Jan 31; Problem Analysis – Feb 14;
Presentation– February 27; Paper Due – March 14.
4. Reflection Paper: This written assignment of 8-10 pages should contain your reflections on any
insights gained from the class sessions, case studies, articles read and your overall personal
development in class. You may also include any feedback you would like to give to the
instructors or suggestions for class development in the future. This writing assignment is due on
May 2, 2014. Plus a final assessment exam on the last day of class.
5. All students are required to have e-mail capability. Please ensure that Blackboard displays your
preferred email address so that you can be contacted as needed.
Performance Evaluation





Class Participation - 15% of your total grade
Team or Group Presentations and Role Plays - 25% of your total grade
Individual Paper - 30% of your total grade
Final Exam – 15% of your total grade
Reflection Paper - 15% of your total grade
Textbooks and General Reading
Required Textbooks or e-book:
Nicolas Berggruen and Nathan Gardels: Intelligent Governance for the 21st Century: A Middle Way
between West and East. Wiley, John & Son. 2013
Fisher, Roger, William Ury, and Bruce Patton (1991). Getting to Yes, 2nd edition. At any bookstore
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. (ITunes or amazon link to be provided)
Odugbemi, Sina and Thomas Jacobson. 2008. Governance Reform Under Real-World Conditions: Citizens,
Stakeholders and Voice, The World Bank. Available online on the World Bank web site:
http://siteresources.worldbank.org/EXTGOVACC/Resources/GovReform_ebook.pdf
Additional Reading materials are posted on Blackboard OR a link is provided in this syllabus.
We may also chose to distribute case studies or readings in the classroom.
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STATEMENT ON ACADEMIC CONDUCT AND SUPPORT SYSTEM
ACADEMIC CONDUCT
Plagiarism – presenting someone else’s ideas as your own, either verbatim or recast in your own words
– is a serious academic offense with serious consequences. Please familiarize yourself with the
discussion of plagiarism in SCampus in Section 11, Behavior Violating University Standards
https://scampus.usc.edu/1100-behavior-violating-university-standards-and-appropriatesanctions.
Other forms of academic dishonesty are equally unacceptable. See additional information in SCampus
and university policies on scientific misconduct, http://policy.usc.edu/scientific-misconduct. The
university does not tolerate discrimination, sexual assault, and harassment. You are encouraged to
report any incidents to the Office of Equity and Diversity http://equity.usc.edu or to the Department of
Public Safety http://capsnet.usc.edu/department/department-public-safety/online-forms/contact-us.
This is important for the safety of the whole USC
community. Another member of the university
community – such as a friend, classmate, advisor, or faculty member – can help initiate the report, or
can initiate the report on behalf of another person. The Center for Women and Men
http://www.usc.edu/student-affairs/cwm/ and provides 24/7 confidential support, and the sexual
assault resource center webpage http://sarc.usc.edu describes reporting options and other resources.
SUPPORT SYSTEMS
A number of USC’s schools provide support for students who need help with scholarly
writing. Check
with your advisor or program staff to find out more. Students whose primary language is not English
should check with the American Language Institute http://dornsife.usc.edu/ali which sponsors courses
and workshops specifically for international graduate students. The Office of Disability Services and
Programs
http://sait.usc.edu/academicsupport/centerprograms/dsp/home_index.html
provides
certification for students with disabilities and helps arrange the relevant accommodations. If
an
officially declared emergency makes travel to campus infeasible, USC Emergency Information
http://emergency.usc.edu will provide safety and other updates, including ways in which instruction will
be continued by means of blackboard, teleconferencing, and other technology.
For Further Information
Any questions about disciplinary information should be directed to the Office for Student Conduct, while
inquires concerning graduate programs and procedures should be directed to the appropriate office of
the Graduate School.
Office for Student Conduct
(213) 740-6666
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Class Schedule
All reading assignments should be completed for the day they are listed. I will also assign in class or
through Blackboard readings to various groups for class presentations or case studies. I reserve the right
to adjust the schedule based on our progress and as necessary for a full learning experience.
Session 1: January 15 - Course Introduction. Negotiation Definitions and Analysis.
Stakeholders. Introduction of the new paradigm: Newgotiation for a better outcome in deal
making. Zerunyan.
A student, a worker, a boss, a leader, a stakeholder in public, private or non-profit settings all need to
negotiate and cope with people of different cultures, personalities, motivations and intentions. This may
be unpleasant and complicated. Newgotiation offers tools to deal with complications creating new
energy to transform and deliver pleasant results. It fosters trust and relationship for an organizational
competitive advantage never seen before. We teach this course based on a public administration
framework of collaborative governance and we borrow extensively from the literature of leadership.
This is the context in which we will unveil our Newgotiation paradigm.
Analysis of stakeholder participation and engagement revealed. We will examine and emphasize the
importance of conducting stakeholder analysis, strategies for identifying competing stakeholder
interests and strategies for managing them, identifying and reconciling stakeholder interests to solve
problems. This process is extremely helpful and impactful in preparation, value creation and value
distribution steps of the Newgotiation Matrix.
Readings:
L. Steven Smutko, Natural Resources Leadership Institute, NC State University. 2005. NEGOTIATION AND
COLLABORATIVE PROBLEM SOLVING Wake County Stormwater Ordinance Committee Raleigh, NC
http://www.ncsu.edu/nrli/decisionmaking/projects/documents/NegotiationCollaborativeProblemSolving.pdf
Bruce Patton. Negotiation. Reproduced from the Handbook of Dispute Resolution. 2005.
http://www.vantagepartners.com/uploadedFiles/Consulting/Research_And_Publications/Smart_Form_
Content/Publications/Articles/Negotiation.pdf
Meridian Institute. May 26, 2013. Summary of Interviews, Examining Negotiations and Consensusbuilding in the UNFCCC http://cdkn.org/wp-content/uploads/2013/06/Summary-of-InterviewsConsensus-building-in-the-UNFCCC.pdf
Session 2: January 22. Collaborative Governance Framework for the Newgotiation paradigm.
Various examples from Contract Cities to Public Private Partnerships. Zerunyan
We focus on governance as forms of interactions across public, nonprofit, and for-profit sectors, with
analyses and applications. An important focus of the USC Sol Price School of Public Policy is recognition
that the effective dialogue on various complex social problems and opportunities requires the combined
strengths of the public, for profit, philanthropic, and nonprofit sectors. Of particular interest are the
varied mechanisms in play across sectors and placed-based approaches, not only in the United States,
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but also globally. The case discussions throughout are placed based examples. This collaborative
framework even in competitive environments fits our Newgotiation paradigm.
Case Study: Eight Neighbors (Blackboard)
Reading:
Zadek, Simon. 2008. Global Collaborative Governance: There is No Alternative, Corporate Governance
8(4): 374-388. (Blackboard)
Ansell, Chris and Alison Gash. 2008. Collaborative Governance in Theory and Practice, Journal of Public
Administration Research and Theory 18(4), 543-571. (Blackboard)
Jung, Yong-Duck, Daniel Mazmanian, and Shui-Yan Tang. 2009. Collaborative Governance in the United
States and Korea: Cases in Negotiated Policymaking and Service Delivery. (Blackboard)
Frank V. Zerunyan and Peter Pirnejad “From Contract Cities to Mass Collaborative Governance.”
American City and County (April 2014) (Blackboard)
Frank V. Zerunyan & Steven R. Meyers: The Use of Public Private partnerships for Special Districts and All
Levels of Government. California Special District May-June 2010 (Blackboard)
Sotiris A. Pagdadis et al.: A Road Map to Success for Public Private Partnerships of Public Infrastructure
Initiatives; The Journal of Private Equity (2008) (Blackboard)
Session 3:
January 29. The physiology, pedagogy and biology of Newgotiation.
Duzert/Zerunyan
Our methodological approach to negotiation emphasizes the physiological conditions in the interaction
between different types of actors with varied levels of power. Newgotiation explores pedagogical
instruments for sales forces, sourcing and project management consultants, public leaders, alternative
dispute resolution for lawyers, labor conflicts for human resources professionals, stakeholders in
environmental conflicts, and all financial settings. Throughout our Newgotiation process there are
moments of reflection alternating with moments of action, allowing each participant to craft a path to a
meaningful win/win. Our methodology is all about identifying potential problems, crafting solutions and
structuring value creation and value distribution based on organizational priorities.
Case Study: Multimode.
Readings:
Nicolas Berggruen and Nathan Gardels: Intelligent Governance for the 21st Century: A Middle Way
between West and East. Willey, John & Son. 2013.
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Session 4: February 5. First look at the 4-10-10 Technique of Newgotiation. The Matrix of
Complex Negotiation revealed. Duzert/Zerunyan
A student, a worker, a boss, a leader, a stakeholder in public, private or non-profit settings all need to
negotiate and cope with people of different cultures, personalities, motivations and intentions. This may
be unpleasant and complicated. Newgotiation offers tools to deal with complications creating new
energy to transform and deliver pleasant results. It fosters trust and relationship for an organizational
competitive advantage never seen before.
Case Study: Sally Sprano
Session 5: February 12. The effects of “Power” and “Relationship” in Labor Negotiations.
Duzert/Zerunyan
Based on the 4-10-10 Newgotiation technique which allows our practitioners to apply 4 simple steps to
10 elements and evaluate implementation with 10 indicators, we create a process
that is common to all.
Our 4-10-10 Newgotiation technique is a unified dialect, which helps organizations to speak the same
language of Newgotiation.
Case Study: Termination Tempest.
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. Chapter 4.
Session 6: February 19. Cognition. Risk, Information and Decision sciences applied to
Newgotiation. Auctions, Public Bids. Duzert/Zerunyan
We all make decisions every day, but few of us think about how we make these decisions. Research has
shown that people make decisions that after reflection they regard as wrong. We will discuss a
systematic process that enables us to make quality decisions.
Case Study: Oil Pricing.
Readings:
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. Chapter 2.
Berggruen N and Gardels N. Intelligent Governance for the 21st Century: Middle Way between West and
East. Chapter 1 and Chapter 2
Abbas, Ali E. (2014) Introduction to Quality Decision Making. Chapter 1 (Blackboard)
Abbas, Ali E. (2013) Teaching decision-making with social networks (Blackboard)
Bazerman, Max H. Moore, Don A. Judgment in Managerial Decision Making Chapter 12 Pages 206-229
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Session 7: February 26. 4 Steps to 10 Elements as the common language for Newgotiation.
Duzert/Zerunyan
The Matrix of Complex negotiation uses a checklist of preparation for multi stakeholder dialogue, as a
tool of risk, information and decision management. Students will receive a comprehensive method
called the 4-10-10 Technique of Newgotiation to prepare and engage the dialogue as an exploratory
conversation and creative step being cooperative and competitive. This class, we will focus on the 4
steps of Preparation, Value Creation, Value Distribution and Implementation. We will apply the 10
elements to create a common language for Newgotiators.
Case Study: Dirtystuff.
Readings:
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. Chapters 3 and 4.
R. Mnookin, Beyond Winning. Harvard University Press. Chapter 1 and 2.
L. Susskind, J. Cruickshank. Breaking Robert's Rules. Chapter 4 and 5.
Session 8:
March 5. Concessions and Non negotiable issues in Public Disputes.
Duzert/Zerunyan
We study in this class Newgotiation as a Process and the importance of implementation. We examine
the entire process including the indicators for success. Newgotiation in action. Identification of
sustainable agreements and regulatory compliance. Conflicts of Interest and transparency in Negotiation.
Case Study: Harborco.
Readings
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. Chapters 5 and 6.
Session 9: March 12. Consensus building and bridging the gap by “Negotiated Rulemaking”.
Zerunyan.
Team Presentations of Readings: I will assign the teams and the readings.
Reading:
Fisher, Roger, William Ury, and Bruce Patton (1991). Getting to Yes, 2nd edition.
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Negotiated Rulemaking Deskbook. Center for Public Policy Dispute Resolution, University of Texas
School of Law (October 1996)
http://www.utexas.edu/law/centers/cppdr/resources/publications/Texas%20Negotiated%20Rulemakin
g%20Deskbook%20web.pdf
Davis, Albie M. (1989) “In Theory: An Interview with Mary Parker Follett,” Negotiation Journal, July 1989,
pp. 223-235.
SPRING BREAK; Enjoy!
Session 10: March 26. Multi Party and Multi Sectoral Negotiation. Zerunyan
Please Read your case study carefully and be completely prepared for class. The value of the
exercise is dependent on everyone being prepared. Thanks
IN CLASS GROUP EXERCISE: The St. Joseph Shopping Mall case is an exercise in multi-party negotiations.
It involves a public agency, a private business and five advocacy groups, of which two represent business
interests and three are “grassroots,” citizen activist organizations. In this role-play exercise you will be
required to put to work everything that we discussed in class throughout the course. I will post the
general framework and facts of the case to Blackboard and provide you with your respective roles in
class. We will need three class sessions to complete this exercise including a debrief session at the end.
You will be encouraged between class sessions to work behind the scenes with various interest groups if
you so chose. This exercise is as real life as it gets. I know you will enjoy it.
1st Class session: Structuring the Process, Members of each team representing an interest meet to
discuss ground rules and Negotiation of Ground Rules for the overall substantive negotiations on the
merits.
Session 11: April 2. Multi Party and Multi Sectoral Negotiation. Part II. Zerunyan.
2nd Class Session: Parties sign a contract on the ground rules and proceed to substantive negotiations.
Session 12: April 9. Multi Party and Multi Sectoral Negotiation and Final Overview. Zerunyan.
3rd Class Session: Parties sign a contract on substantive matters and debrief. We will discuss lessons
learned.
Session 13: April 16. The Role of Leadership in collaboration and consensus building.
Zerunyan.
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers
alike) should be treated and the way goals should be pursed. They create standards of excellence and
then set an example for others to follow. They unravel bureaucracy when it impedes action; they put up
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signposts when people are unsure of where to go or how to get there; and they create opportunities for
the win/win.
Readings:
Coleman, James. “Social Capital in the Creation of Human Capital,” American Journal of Sociology,” 94,
1988.
Duzert, Yann and Zerunyan, Frank (2015). Newgotiation for Public Leaders. The Art of Negotiating for a
Better Outcome. Chapter 7.
Guest Speaker?
Session 14: April 23. Cross cultural issues for Public Leaders. And, the WIN/WIN in action.
Zerunyan.
We will discuss the role of culture in the negotiation process and in any multi stakeholder
dialogue. Explore WIN/WIN paradigms in various sectors.
Alon, I and Brett, Jeanne M. (January 2007). Perceptions of Time and Their Impact on Negotiations in the
Arabic-Speaking Islamic World. Negotiation Journal.
Graham, J. (April 1993). The Japanese Negotiation Style: Characteristics of a Distinct Approach.
Negotiation Journal.
Class Presentations: WIN/WIN in action! I will assign teams and approve projects that each team may
select to present in class. I will provide more instructions during the introduction of the course.
Session 15: April 30. What have we learned? Zerunyan.
We will review Newgotiation and wrap up the course. We developed a final exam, which reviews what
you learned in this class through the semester. No additional studying necessary by then you will know
all the answers. We promise!
Thank you!
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Frank V. Zerunyan
Professor of the Practice of Governance
Director of Executive Education
Office Phone: (213) 740-0036
Mobile Phone: (310) 971-5219
E-mail: [email protected]
Frank Vram Zerunyan, J.D. is a Professor of the Practice of Governance at the Sol Price School of Public
Policy and Director of Executive Education at USC Price Bedrosian Center on Governance. His key areas
of expertise include Local Governments, Public Private Partnerships, Civic Leadership, Land Use,
Regulation, Negotiation and Executive Education. He teaches graduate courses on Intersectoral
Leadership, Business and Public Policy, International Issues in Public Policy, Negotiation as well as
International Laboratory. He also lectures locally and globally to build capacity and foster leadership
among public executives worldwide.
Frank is a two term Mayor and still serving Councilmember in the City of Rolling Hills Estates, California.
In his role as a public official, after serving as Chair of the Planning Commission in Rolling Hills Estates,
Frank was elected to the City Council in 2003 and re-elected in 2007 and 2011. He previously served and
continues to serve on various regional public boards, including law enforcement, sanitation, technology
and transit. He has chaired and continues to chair select city government committees in Rolling Hills
Estates. Frank’s public service on various local government policy committees extends statewide with
the California League of Cities, California Contract Cities Association and Southern California Association
of Governments. In 2008, Frank was elected and assumed a leadership role as the 49th President of
California Contracts Cities Association, the second largest municipal organization in the state of
California with approximately 70 member cities and 7 million residents.
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As a gubernatorial appointee under Governor Schwarzenegger, Frank was a state regulator serving on
the Medical Board of California in the Department of Consumer Affairs. He was elected by the Board to
serve as its Vice President. After five years of service on the Medical Board, Frank’s term expired in June
of 2011. His responsibilities on the Medical Board included the promulgation of regulation, professional
discipline and the sixty million plus budget of the Medical Board.
In January of 2013, Frank was appointed to an ad hoc experts committee on capacity building in public
administration at the United Nations Division for Public Administration and Development Management
in the Department of Economic and Social Affairs. In that capacity, he lectures and conducts capacity
building seminars at UN headquarters in New York as well as at UN Forums around the world.
Frank has more than 25 years of comprehensive and multi-sectorial experience as a lawyer, consultant,
director, board member, professor and public servant. Frank has been honored as one of Southern
California Magazine’s Super Lawyers since 2004, The Legal Network’s Top Lawyers in California, Marquis’
Who’s Who in America and American Law and Government institutions like the California Assembly, the
California Senate, the County of Los Angeles and various city governments for his leadership in the
public sector. In the not for profit sector, Frank chaired the Daniel Freeman Hospitals Foundation in
2001 and oversaw the successful distribution of $8 million in gifts. He has acted as a policy advisor and
counsel to the Armenian National Committee of America in Washington DC. Frank also served as
chairman of the Board of Governors of the worldwide Armenian Bar Association. As a lawyer, he is
licensed to practice law in California, District of Columbia (inactive), Courts of International Trade,
Federal Courts in the 9th Circuit, and the Supreme Court of the United States of America.
Frank earned his Juris Doctor degree from Western State University College of Law and his Bachelor of
Arts degree from California State University, Long Beach. He also completed his advanced legal studies
in Corporate Taxation at the University of Southern California Law Center. He is a graduate of California
League of Cities’ Leadership Institute.
Yann DUZERT (Guest Lecturer)
Yann obtained his Ph.D. in risk, information and decision management from Ecole Normale Supérieure,
Paris, France.
He completed his postdoctoral fellowship at the Massachusetts Institute of Technology (MIT)-Harvard
University Public Disputes Program. Harvard Law School.
Along with his colleagues from MIT, Harvard, Stanford, University of Southern California (USC), Ecole
Spéciale de Commerce et d’Industrie (ESCP Europe), Ecole Supérieure des Sciences Economiques et
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Commerciales (ESSEC) and Fundação Getulio Vargas (FGV), Yann has been advancing the art and science
of negotiation for more than two decades.
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