JD with Honors, University of Virginia; BA with Honors, Princeton University.
Negotiation, personal/leadership development, and legal strategy advice for a variety of clients, including firms and individuals in the health care industry, higher education, financial services, tech, family businesses, and finance. Designed and taught customized seminars in the United States and abroad for Google, Four Seasons Hotels and Resorts, Enterprise Rent-a-Car, General Electric, Johnson & Johnson, Merck & Co., Morgan Stanley, Citigroup, Starwood Capital Group, Christie’s Auction House, the World Economic Forum, and the United Food and Commercial Workers International labor union. Has addressed the American Bankers Association, Army War College, Chief of Naval Operations’ Senior Strategy Group, and both Army and Navy Special Operations Forces. Has also worked closely with the FBI’s Crisis Negotiation Unit.
2013 Business Book of the Year and Personal Development Book of the Year Awards for Springboard: Launching Your Personal Search for Success; 1999 Book Award for Excellence for Bargaining for Advantage: Negotiation Strategies for Reasonable People; Wharton Hauck Award for Excellence in Undergraduate Teaching (highest undergraduate teaching award), 2009; Wharton Undergraduate Excellence in Teaching Award (top 10 teachers by course evaluations): 2017, 2016, 2015, 2014, 2012, 2009, 2006, 2005, 1991, 1990; Wharton MBA Class of 1984 Teaching Award (highest MBA teaching award), 2009; Wharton MBA Excellence in Teaching Award (top 8 teachers by course evaluations), 2017, 2009, 1995, 1994, 1993; Wharton MBA Teaching Award for “Going Above and Beyond” in educational dedication and innovation in the Core Curriculum, 2016, 2017; Wharton Executive MBA Program Outstanding Teaching Award 1996; Miller-Sherrerd MBA Core Curriculum Teaching Award, 1996; Executive MBA Teaching Award for Electives, 1996; Wharton MBA Core Curricular Cluster Award, 1996, 1997, 1998, 1999.
Professor of Legal Studies and Business Ethics, the Wharton School: 1986-present. Named Thomas Gerrity Professor, 2001; Chairperson, Legal Studies and Business Ethics Department, 1995-2000 and 2010-Present; Pfizer Foundation Term Assistant Professor of Legal Studies, 1986-91. Previous academic appointments: Lecturer in Legal Studies Program, Brandeis University. Visiting Scholar, Harvard School of Law, Harvard Program on Negotiation.
Associate, Hill & Barlow, Boston; Law Clerk, Judge Levin H. Campbell, United States Court of Appeals for the First Circuit, Boston, MA; Account Executive and Market Researcher, J.R. Taft Corporation, Washington, DC; Social worker and housing relocation counselor, Washington, DC.
General research interests include the psychology of achievement, psychology of happiness, and philosophy of success; moral psychology; negotiation tactics and strategy, the art and science of persuasion, and effective interpersonal influence. Current Projects: researching the neuroscience and psychology of belief states and their roles in negotiation, persuasion, and influence. Investigating culture as a variable in global conflicts and negotiations. Researching moral psychology, behavioral ethics, and responsible leadership.
G. Richard Shell (2019), Transactional Man: Teaching Negotiation Strategy in the Age of Trump, The Negotiation Journal.
Abstract: The election of Donald J. Trump as President of the United States has left many people in a state of head‐spinning disorientation. With him, as with Lewis Carroll’s Humpty‐Dumpty, a word means “just what I choose it to mean – neither more nor less.” And when we ask, as Alice does in Through the Looking Glass, “whether you can make words mean so many different things,” Trump confidently replies, as does Humpty Dumpty: “The question is: which is to be the master – that’s all” (Carroll 1871: 112). For now, Trump is the master. From the halls of academia to the shores of North Korea, professors, foreign leaders, policy analysts, and media pundits are parsing his every tweet, trying to determine when to take him “literally” and when to take him, as his supporters usually do, “seriously.” Nowhere are the implications of this new style of presidential leadership more fraught than in negotiations.
G. Richard Shell, Springboard: Launching Your Personal Search for Success (Penguin, 2014)
G. Richard Shell (2010), The Morality of Bargaining: Identity versus Interests in Negotiations with Evil, Negotiation Journal, Vol. 26, No. 4, 453-81.
G. Richard Shell (1995), Trade Legalism and International Relations Theory: An Analysis of the World Trade Organization, Duke Law Journal, Vol. 44, No. 5, 1995.
G. Richard Shell (1991), When is it Legal to Lie, Sloan Management Review, Spring 1991, Vol. 32, no. 3.
Teach courses for undergraduates and MBA students on the Literature of Success, Negotiations and Conflict Management, and Responsibility in Business.
This course presents law as an evolving social institution, with special emphasis on the legal regulation of business in the context of social values. It considers basic concepts of law and legal process, in the U.S. and other legal systems, and introduces the fundamentals of rigorous legal analysis. An in-depth examination of contract law is included.
This course provides an introduction to the law of corporate management and finance, focusing on large publicly held corporations. It is presented from the perspective that before too long virtually all students will serve on one or more corporate boards of directors and that each should, therefore, know about the duties owed by directors and officers to those toward whom they bear a fiduciary duty. The course covers the basic obligations of corporate directors and managers under state corporate law and the federal securities laws. It also considers the rights and responsibilities of other major stake holders in the governance of public corporations, including shareholders, creditors/bondholders, employees (including corporate executives), investment bankers, corporate lawyers, and accountants. Particular attention is given to the law of mergers and acquisitions. Important issues of social policy concerning large business corporations are also discussed.
This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.
This course explores the history, literature, and philosophy of two age-old questions: what does it mean to be successful and how does one achieve this elusive goal? It surveys some of the classics of the "success" genre - from Benjamin Franklin's Autobiography in the 18th century to Dale Carnegie's How to Win Friends and Influence People and Marcus Buckingham's Now, Discover Your Strengths in the 20th and 21st centuries. Case studies of remarkable achievements in business and society and Arthur Miller's play Death of a Salesman provide additional contexts within which to reflect on the questions at the center of the course. Students will keep a personal journal and use web-based tools to examine their own character strengths, talents, and achievement orientations. Grading is based on class attendance and participation, reading response papers, personal journals on assigned topics involving self reflection, a mid-term paper on an assigned research subject related to success, and a final, longer paper exploring, based on course readings and original research, each students personal philosophy of success. No final exam.
A study of the nature, functions, and limits of law as an agency of societal policy. Each semester an area of substantive law is studied for the purpose of examining the relationship between legal norms developed and developing in the area and societal problems and needs.
This course uses the global business context to introduce students to important legal, ethical and cultural challenges they will face as business leaders. Cases and materials will address how business leaders, constrained by law and motivated to act responsibly in a global context, should analyze relevant variables to make wise decisions. Topics will include an introduction to the basic theoretical frameworks used in the analysis of ethical issues, such as right-based, consequentialist-based, and virtue-based reasoning, and conflicting interpretations of corporate responsibility. The course will include materials that introduce students to basic legal (common law vs. civil law) and normative (human rights) regimes at work in the global economy as well as sensitize them to the role of local cultural traditions in global business activity. Topics may also include such issues as comparative forms of corporate governance, bribery and corruption in global markets, human rights issues, diverse legal compliance systems, corporate responses to global poverty, global environmental responsibilities, and challenges arising when companies face conflicting ethical demands between home and local, host country mores. The pedagogy emphasizes globalized cases, exercises, and theoretical materials from the fields of legal studies, business ethics and social responsibility. Format: class participation, midterm and final exams. Materials: coursepack.
This course introduces students to important ethical and legal challenges they will face as leaders in business. The course materials will be useful to students preparing for managerial positions that are likely to place them in advisory and/or agency roles owing duties to employers, clients, suppliers, and customers. Although coverage will vary depending on instructor, the focus of the course will be on developing skills in ethical and legal analyses that can assist managers as they make both individual-level and firm-level decisions about the responsible courses of action when duties, loyalties, rules, norms, and interests are in conflict. For example, the rules of insider trading may form the basis for lessons in some sections. Group assignments, role-plays, and case studies may, at the instructor's discretion, be used to help illustrate the basic theoretical frameworks. Course materials will highlight industry codes and professional norms, as well as the importance of personal and/or religious values. Format: class participation, quiz, group report, and final paper or exam. Materials: coursepack. Prerequisites: none.
This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills. Cross-listed with MGMT 691/OPIM 691. Format: Lecture, class discussion, simulation/role play, and video demonstrations. Materials: Textbook and course pack.
Legal and Transactional Aspects of Entrepreneurship is a practical and intensive course that examines the critical legal and transactional issues confronting start-up and emerging growth companies. Although the context of the course is early stage companies, many of the concepts studied are equally applicable to more mature, established companies. The course provides perspective on how to use the law strategically to manage risk, deploy resources and maximize shareholder value. Topics include the enforceability of confidentiality, non-competition and other restrictive covenants in employment agreements; choice of business form including the legal, financial and tax advantages and disadvantages of general partnerships, limited partnerships, corporations and limited liability companies; tax and securities law; legal aspects of raising capital including structuring venture capital and private equity financing; entrepreneurial acquisition structures, employment law, and intellectual property law including trade secrets, copyrights, patents, and trademarks. Format: Lecture and discussion with coverage of legal cases and materials. Requirements: Class participation, midterm and final exam. Materials: Course pack.
This course includes not only conflict resolution but techniques which help manage and even encourage the valuable aspects of conflict. The central issues of this course deal with understanding the behavior of individuals, groups, and organizations in conflict management situations. The purpose of this course is to understand the theory and processes of negotiations as it is practiced in a variety of settings. The course is designed to be relevant to the broad spectrum of problems that are faced by the manager and professional including management of multinationals, ethical issues, and alternative dispute resolutions. Cross listed w/ LGST 206 and OIDD 291.
FAP is an experiential-based course where learning is done outside of the classroom. It is unique in its lack of a classroom setting all meetings take place in a professor's office in small teams of 4 to 6 students. Teams are faced withreal-time issues of outside organizations and work with faculty and host managers to construct innovative solutions. Solutions are integrative and cross-functional in nature. We encourage creative thinking giving students wide access towhat we call "area of expertise" faculty. Depending on the project scope we help students arrange meetings with professors who are experts in their field. Host organizations range from large multinational firms to start-ups. A significant percentage of the projects are with non-profits and organizations focused on social causes. Format: Teams (4-6 members) meet with faculty on a weekly basis (30-45 minutes). There are also 3-5 meetings with host managers. In addition to meeting with aFaculty Head, students are given access to "area of expertise" faculty. These faculty members are chosen based on their specific expertise. The final deliverable consists of an oral presentation and a written document. Requirements: Weekly team meetings with faculty project head and a final PowerPoint report and presentation.
This course examines the art and science of negotiation. This course develops managerial skills by combining lectures with practice, using exercises where students negotiate with each other. Over the course of the semester, students will engage in a number of simulated negotiations ranging from simple one issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills. Cross-listed with LGST 806 and OIDD 691.
Springboard: Launching Your Personal Search for Success was awarded the prize for Best Personal Development for 2013 by CEO-READ, the largest business bookseller in America.
Springboard: Launching Your personal Search for Success was awarded the prize Best Overall Business Book for 2013 by CEO-READ, the largest business bookseller in America.
The Excellence in Teaching Awards are awarded annually to eight (8) MBA faculty members who receive the highest average instructor rating on their course evaluation forms over the three prior semesters. The course evaluation forms are filled out by the students at the conclusion of every course.
2016 was a trying year for the truth. From fake news to false tweets, the increasingly fractured state of our shared reality may be threatening the orderly functioning of democracy itself.Knowledge @ Wharton - 2016/12/22