ELEMENTS OF GREEK PROSE STYLE

Prerequisites: at least four terms of Greek, or the equivalent. An intensive review of Greek syntax with translation of English sentences and paragraphs into Attic Greek.

• Department: Classics
• MW 1:10 p.m.-2:25 p.m.
• Instructor: Elizabeth W Scharffenberger
  CULPA: 20 Info
• 4 points

Food Policy and Climate

Food systems are both a major driver of the climate crisis and one of its most effective solutions. This course examines how urban and local governments globally are uniquely taking up this challenge: designing food policy that curbs emissions while building resilience to climate shocks, supply disruptions, and market volatility.

Students will explore the practical mechanics of food policy—how municipalities use tools like public procurement and behavioral design to drive meaningful change, and how cities coordinate across agencies and through city networks to act at scale. The course pays particular attention to the narratives and communications strategies that governments use to make food policy publicly acceptable when it touches consumption, identity, and culture. 

Through case studies from New York City and municipalities across the globe, students analyze policy mechanisms and political strategies, with attention to stakeholder engagement, resistance, and tradeoffs. The course prepares students to engage with food policy as a practical governance challenge, and to pursue careers at the intersection of climate, food systems, and urban policy.

• Department: Climate School
• M 1:10 p.m.-3:40 p.m.
• 1.5 points

Cognitive Bias in Decision Making

Cognitive Bias & Decision

Decision-making is a critical skill in project management, yet highly capable project managers and teams routinely make poor decisions due to reliance on faulty lenses for perceiving information, assessing risks and probabilities, evaluating alternatives, and anticipating consequences. This seven-week in-person elective examines how cognitive biases, heuristics, and other psychological influences can shape decision-making in a project management context. Students will explore foundational concepts from behavioral economics, cognitive psychology, and decision science such as bounded rationality, confirmation bias, anchoring, availability, overconfidence, the planning fallacy, and the sunk cost fallacy and consider how these can influence decisions throughout the project lifecycle. The course will also critically examine the limitations of cognitive bias theory, and it will introduce the skillful uses of heuristics in project management through concepts such as ecological rationality and the adaptive toolbox.

The course is designed for project practitioners at all levels. Cross-registrants are welcome if they work in project management.

• Department: Project Management
• W 6:10 p.m.-8 p.m.
• 1.5 points

Sustainability Science: Biodiversity and

At least $58 trillion of the global economy (55% of GDP) is “moderately or highly reliant on nature" (PwC). Learn about the ecosystem services that biodiversity provides us for free (and why a more accurate calculation would be 100% of GDP). This course familiarizes future sustainability leaders with ecosystem dynamics, water-mismanagement consequences, waste-assimilation capacity, and the basic criteria for continued resource production. There are no science pre-requisites.

We will explore the endless interconnections on land, in the atmosphere, and in the ocean to better understand both ecosystem and economic risk and resilience. We will cover water, carbon, and nitrogen cycles along with other processes critical to biodiversity analysis, valuation and reporting, and data visualization. Topics include the diversity of life on Earth, freshwater management, energy systems (from photosynthesis to fossil fuels, nuclear, and renewables), food systems (
e.g
., industrial vs. regenerative agriculture, pollination, pest control, soil fertility, fertilizer use, agroecology, aquaculture), marine systems (
e.g
., eutrophication, microplastics, ‘invasive’ species, overfishing), and how climate change is the great threat multiplier. We will focus on tradeoffs but also on Nature-based Solutions such as restoring wetlands and reefs as well as technological innovations including precision agriculture and carbon dioxide removal.

• Department: Sustainability Management
• R 6:10 p.m.-8 p.m.
• Instructor: Jenna M Lawrence
  CULPA: 6 Info
• 3 points

Plastic Pollution and Sustainable Soluti

This course aims to equip students with the knowledge and tools necessary to understand and address plastic pollution from a multidisciplinary perspective, encouraging innovative and sustainable solutions. The course offers a comprehensive global perspective on the current state of plastic pollution, its primary causes, and the sustainable solutions being explored worldwide. The curriculum is divided into four main areas: 1)
Formation and Environmental Behavior
- We will explore how plastic pollution is generated and how it behaves in various environmental settings; 2)
Ecological and Health Impacts
- Students will learn about the effects of plastic pollution on ecosystems and human health, including the toxicity and potential targets of microplastics and nanoplastics; 3)
Sustainable Solutions
- The focus will be on the life cycle of plastics, emphasizing sustainable practices and technologies aimed at reducing plastic waste and pollution; 4)
Policy and Regulation
-

We will analyze existing policies and regulations, assessing their effectiveness and limitations in combating plastic pollution. We will also review the status of the International Plastic Treaty spearheaded by the United Nations Environment Program, discussing its strengths and limitations. Additionally, students will gain foundational knowledge in methodologies for measuring plastic pollution, laboratory procedures, and the evaluation of the toxicological impacts of microplastics and nanoplastics on various organisms.

• Department: Sustainability Science
• R 4:10 p.m.-6 p.m.
• Instructor: Beizhan Yan
  h-index: 31 Info
• 3 points

Technology Product Management

In this course, students will explore the full product lifecycle from discovery and user research to agile execution, stakeholder engagement, and go-to-market planning. But beyond the tools and tactics, this course invites students to step into the mindset of a product leader: someone who doesn’t just manage ideas, but brings them to life with courage, conviction, and collaboration. Whether you’re refining an existing solution, launching something new, or championing someone else’s vision, you’ll learn how to lead from wherever you are navigating complexity, earning influence without authority, and making impactful decisions even when the destination is unclear.

• Department: Technology Management
• W 6:10 p.m.-8 p.m.
• M 6:10 p.m.-8 p.m.
• Instructor: Allan Gonzalez
  Info
• Instructor: Bandar Alturkmani
  Info
• 3 points

Food Production, the Environment, and th

Food, Environment & Net Z

Changing climate, population growth, and changing diets make managing agricultural production one of the defining challenges of the 21st century. Agricultural production is highly vulnerable to changes in climate and climate variability; it is also a principal driver of global environmental change: it is a major driver of emissions of greenhouse gases (GHGs), emissions of air pollutants and pollutant precursors, land-use change, and nutrient pollution of aquatic and marine ecosystems.  These environmental impacts can be influenced by changes in diet, food demand, socio-economic context, and policy. As a sector, agriculture is a “hard-to-abate” source of GHG emissions and poses a serious challenge to achieving net zero emissions.

With a focus on the production side of food systems, this half-semester (7-week) graduate course investigates agricultural production and the biogeochemical cycles of carbon and nitrogen, which mediate many of the complex interactions between climate, agricultural systems, and the environment.  These cycles also underlie emerging efforts to address the challenges posed by these interactions, such as regenerative agriculture, carbon capture & storage, Nitrogen 2.0, and innovations in livestock methane mitigation.  

Students will: 


Explore the challenges of agricultural impacts on climate.

Understand the underlying biogeochemistry of food production systems.

Analyze regional variations in management and mitigation potential.

Critically evaluate proposed mitigation solutions and obstacles to their success.

• Department: Climate School
• M 1:10 p.m.-3:40 p.m.
• 1.5 points

Legal Primer: Contracts and Dispute Reso

Projects operate within a legal and contractual framework that shapes how risk is allocated, decisions are made, and disputes are avoided or resolved. This course provides project managers with a practical introduction to that framework, with an emphasis on understanding and applying legal principles rather than training students to practice law. Topics include the foundations of contract law; contract formation, interpretation, and enforcement; allocation of project risk; scope and changes; schedule, delay, and performance issues; documentation and claims; and the principal methods of dispute resolution, including negotiation, mediation, arbitration, and litigation. Through real-world contracts, case law, and dispute-resolution scenarios, students will examine how legal and contractual issues arise throughout the project life cycle and affect day-to-day project management and decision-making. Students will also participate in mock mediation and arbitration presentations that require them to analyze disputes, develop positions, and advocate for practical resolutions. The course is designed for project management students across industries and does not require prior legal training.

• Department: Project Management
• T 6:10 p.m.-8 p.m.
• Instructor: Tim Hegarty
  Info
• 3 points

Financing the Energy Transition

Financing Energy Transiti

This is a modeling course in quantitative policy planning for the clean-energy transition. Over seven weeks, students working in teams of four build a twenty-five year energy transition plan for a single country, set within its regional energy system, and identify the public and private investments required and the timing of those investments. Students work throughout in a country model supplied at the start of the course, together with data instructions. The model runs annually and covers demography, output, energy demand by sector, vehicle fleet turnover, the existing fossil fleet and its retirement, renewable resource supply curves, cross-border trade, and the resulting generation, capacity and emissions path. Students populate this model for their assigned country and then build on top of it the financial layer that converts a physical build path into a financing plan: capital expenditure by year, the capital stack, the debt schedule, the tariff path, and the fiscal account. The final product is a country transition and investment plan, assembled from the weekly deliverables, together with the completed workbook.

• Department: Climate School
• F 1:10 p.m.-3:40 p.m.
• Instructor: Jeffrey D Sachs
  CULPA: 15 Wikipedia Info
• 1.5 points

INTEGRATED TALENT MGMT STRATEGIES

As organizations face opportunities and challenges brought on by increased globalization, competition, technology and other factors, they require an integrated talent management approach.  This includes a clearer understanding of business objectives, associated talent needs, the information necessary to plan for the future and the ability to build and connect Human Capital Management programs and processes.  

In this core course students will examine how connected organizational processes are designed to attract, manage, develop, motivate and retain key people. Through investigations of key talent processes—such as performance management, career management, succession management, leadership development, learning and capability development, total rewards, and talent acquisition—students will apply these insights in an industry-based exercise designed to demonstrate how an organization’s overall capabilities are more effective when integrated through a common strategy and set of assumptions about key motivators and management approaches.

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.

Analyze the role HRIS plays in achieving organizational priorities and simplifying operations and support.

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.

• Department: Human Capital Management
• W 8:30 p.m.-10 p.m.
• Instructor: Steven I Safier
  Info
• 3 points

THE BUSINESS OF PROFESSIONAL SPORTS LEAG

BUSI OF PROF SPORTS LEAGU

• Department: Sports Management
• M 12:10 p.m.-2 p.m.
• 3 points

ENERGY AND SUSTAINABLE DEVELOPMENT

ENERGY AND SUST DEVELOPMENT

This course addresses the relationship of energy production and use to human development and sustainability. It explores “sustainable development” as both an ideal and practical challenge, a global concern but a specific local consideration in energy production and use.

The focus of Energy & Sustainable Development is the planning and implementation of energy projects, programs, businesses and policies (collectively "energy enterprises") in frontier markets; that is, smaller, less developed countries, as well as niche opportunities within larger settings and more developed economies. 

Students should consider this course if they wish to:


Examine the interconnections of energy to the major issues that comprise sustainable development, such as health, poverty, economic opportunity, social and environmental conditions, climate and weather, and energy ethics and justice.

Explore established and cutting-edge options for delivering modern energy in developing countries and other frontier markets; and,

Prepare market analysis, and energy for development proposals. It is helpful but not essential for students to be comfortable with rudimentary financial analysis and feasibility tools.

• Department: Sustainability Management
• W 6:10 p.m.-8 p.m.
• 3 points

ENERGY MARKETS & INNOVATION

Existing energy sources and the infrastructures that deliver them to users around the world are undergoing a period of rapid change. Limits to growth, rapidly fluctuating raw material prices, and the emergence of new technology options all contribute to heightened risk and opportunity in the energy sector. The purpose of this course is to establish a core energy skill set for energy students and prepare them for more advanced energy courses by providing a basic language and toolset for understanding energy issues.

Using theoretical and practical understanding of the process by which energy technologies are developed, financed, and deployed, this course seeks to highlight the root drivers for change in the energy industry, the technologies that are emerging, and the factors that will determine success in their commercialization. Understanding these market dynamics also informs good policy design and implementation to meet a broad range of social welfare goals.

Upon completing the course, students should not only understand the nature of conventional and emerging energy generation and delivery, but also the tools for determining potential winners and losers and the innovative pathways to drive their further deployment.

• Department: Sustainability Management
• T 4:10 p.m.-6 p.m.
• T 6:10 p.m.-8 p.m.
• Instructor: Travis Bradford
  CULPA: 1 Wikipedia Info
• 3 points

DATA MODELING

DATA MODELING ONLINE

• Department: Applied Analytics
• M 6:10 p.m.-8 p.m.
• Instructor: Steven Hoberman
  Info
• 3 points

PEOPLE ANALYTICS & DECISION MAKING

• Department: Human Capital Management
• T 8:30 p.m.-10 p.m.
• Instructor: Aaron S Wallen
  CULPA: 1 h-index: 5 Info
• 3 points

Sust Metrics: Data, Construction and Use

Sustainability Metrics

The urgency to tackle sustainability-related global problems has revealed the growing need to create, maintain and analyze data on environmental and social issues with robust methodologies. The availability of nascent sustainability datasets and advanced data tools such as GIS, machine learning, and blockchain has expanded our capabilities for quick and agile decision-making in the sustainability space. However, compared to real-time economic data, timely and reliable environmental and social data are very much lacking. Sustainability indicators are able to transform a vast amount of information about our complex environment into concise, policy-applicable and manageable information. There is a very large universe of indicators to measure the sustainability performance of an entity, but the critical question is what to use and how many indicators should be evaluated. Sustainability indicators are either presented in a structured framework that can be used to isolate and report on relevant indicators, or aggregated towards a composite index or score/rating. The number of indicators used for assessing sustainability have proliferated, with hundreds of sustainability related indices around the world, including the Ecological Footprint, the Human Development Index, green accounting, Sustainable Development Goals, the Environmental Performance Index (EPI) co-developed by Columbia University and Yale University, the Urban Sustainability Ranking System that I helped develop, and various carbon indices.

• Department: Sustainability Management
• W 6:10 p.m.-8 p.m.
• Instructor: Sonay Aykan
  Info
• 3 points

CRISIS COMMUNICATIONS

This course covers the basic elements of crisis communication and the procedures for creating crisis communications plans and for reacting to crises when they occur. How best to develop various plans for different critical audiences and understand the most effective strategies for communicating your organization’s message during a crisis is explored. The course examines various types of crises that can occur with corporations and nonprofit organizations and the differences and similarities among them. How to avoid the classic and common pitfalls of crisis communication are addressed, as are ethical issues that arise during crises. Numerous case studies are discussed in class and exercises both in and outside of class are assigned so students gain experience in crisis communication situations.

• Department: Strategic Communication
• W 6:10 p.m.-8 p.m.
• Instructor: Assaf Kedem
  Info
• 3 points

PUBLIC/PRIVATE PARTNERSHIPS

PUB/PRIV PARTNERSHIPS

No one organization or sector has the full suite of capabilities, relationships or assets to tackle persistent and escalating social problems such as poverty, homelessness, food insecurity, equitable access to education and health care, among others. As public resources dedicated to societal benefit become scarcer and calls for accountability become more urgent, the public sector increasingly is turning to public-private partnership (P3) models. Consequently, these models and approaches are becoming as multi-faceted, systemic and global as the challenges they aim to address, with increased opportunities for philanthropy and the non-profit sector.

 

The term “public-private partnership” is often misused to identify mostly a shifting of risk from government to a private partner in exchange for an up-front payment. A true or “authentic” P3s generates collective benefits that exceed what individual partners could achieve on their own. This course will examine, through readings and case histories, P3 partnerships that involve the sharing of risks and rewards between public, private and nonprofit partners, where the sector-specific expertise and assets of multiple stakeholders are tapped and valued for innovation in the design, delivery and management of cross-sector projects and services. The emphasis will be on the role of philanthropy and the nonprofit sector as equal partners in all aspects of these shared-value partnerships. Students will consider questions about entrepreneurship, nonprofit leadership, and service: How should core public services be financed? What is the most effective way to manage day-to-day operations of public services? What does it mean to be accountable to the public? Examples are drawn from public health, education, international development, urban renewal, and others. 

 

This is an elective that builds on the Nonprofit Management Program’s core curriculum and is designed for all Nonprofit Management Program students and, space permitting, is open to cross-registrants from other fields and/or Columbia University programs (other SPS programs; Teachers College; Business School; Mailman School of Public Health; SIPA). Students should have a strong understanding of the nonprofit development sector in the US; familiarity with international fundraising practices also is welcome.

• Department: Non Profit Management
• T 6:10 p.m.-8 p.m.
• 3 points

Sustainable Operations - Corporate Value

Leading and advancing sustainability within an organization’s operations requires a strategic and balanced approach. Focusing on the integration of a wide range of today’s sustainability drivers, in a manner consistent with the organization’s culture and business objectives, optimizes the chances for long term success and impact. To that end, this course takes a broad high level approach at systematically analyzing both risks & opportunities to integrate sustainability at each step along a complex value chain. Specifically, students will be asked to assume the role of a sustainability professional within a private sector company, tasked with integrating various sustainability strategies, initiatives and tools into the fabric of the business.

Throughout the semester, the entire end-to-end value chain will be examined, however it is not the intent to conduct full in-depth technical analyses of each value chain area, rather we will look at sustainable operations from a high-level strategic management viewpoint, discussing integration opportunities and intersections related to: product design, procurement, logistics, physical operations, stakeholder engagement, product/service use and end-of-life disposition.

By considering the organization holistically, we will discuss analytical concepts and industry tools related to life cycle thinking, cost/benefit analyses, corporate sustainability strategies, and risk assessments. In addition to technical sustainability considerations such as climate change, energy, water and waste, students will learn to implement practical sustainability initiatives within operating organizations by carefully considering key stakeholder expectations and overall materiality. Finally, the intersection of sustainability and brand purpose will be explored, helping to find the sweet spot between sustainability science and creative/marketing communication.

• Department: Sustainability Management
• R 4:10 p.m.-6 p.m.
• Instructor: Vance Merolla
  Info
• 3 points

Sustainable Operations - Supply Chain Ma

In an era of growing environmental and social awareness, supply chains have emerged as a powerful lever for driving
sustainability in operations. Supply chain emissions are, on average, 11.4 times higher than operational emissions (1)
making them a critical focal point for impactful change in operations. This course explores the essential role of supply
chains in achieving sustainable outcomes and equips students with the tools and insights needed to transform
conventional practices into innovative, responsible, and efficient systems. This course is part of a broader curriculum
aimed at cultivating leaders who can integrate sustainability into the heart of business strategy. It is designed for
students from diverse professional and academic backgrounds, no prior experience in operations or supply chain
management is required to excel in this course.

Through this interdisciplinary journey, students will gain a robust foundation in supply chain management, learning
to integrate sustainability principles across operations. The course balances analytical skills with creative problem-
solving, preparing students to address real-world challenges. Upon completing this course, students will gain a
comprehensive skillset to analyze, design, and implement sustainable operations solutions in their future careers.
Students will gain a comprehensive understanding of the strategic role of supply chains in modern economies,
including their critical impact in decarbonization efforts. Students will also learn to apply key analytical tools such as
demand forecasting and risk assessment, while mastering strategies for sourcing, supplier management, and logistics
optimization.

• Department: Sustainability Management
• M 4:10 p.m.-6 p.m.
• Instructor: Catarina Carvalho
  Info
• 3 points

INTRO TO PROGRAMMING USING JAVA

INTRO TO PROGRAMMING - JA

This course introduces students to the foundational principles of object-oriented programming (OOP) using Java, a robust, platform-independent language widely used in industry for building scalable and secure applications. Through hands-on experience and instruction, students will explore core OOP concepts, including abstraction,
encapsulation, inheritance, and polymorphism, while gaining practical experience with modular code design and reusability. Java’s extensive libraries and frameworks will be introduced to demonstrate its applications to the real-world use cases.

This course is designed for students without prior programming experience in programming. While not required, familiarity with based computing concepts (variables, loops, functions,) is recommended.

• Department: Applied Analytics
• M 6:10 p.m.-8 p.m.
• Instructor: Feyzi Bagirov
  Info
• 1.5 points

ADVANCED WRITING PROJECT

In this advanced professional writing workshop, students are guided through the process of crafting a significant publication-ready piece of writing, applying principles of journalism and strategic communication. Whether a book chapter, in-depth feature article, white paper, or policy proposal, each student’s unique project will require mastering a range of communication tools—including storytelling, data presentation, observation, and analysis.

• Department: Strategic Communication
• M 6:10 p.m.-8 p.m.
• 3 points

WRITING ABOUT GLOBAL SCIENCE FOR INTERNA

This is an interdisciplinary workshop for scientists, future NGO workers and journalists seeking skills in communicating 21st-century global science to the public. Scientists will be given journalism skills; journalists will learn how to use science as the basis of their story-telling. The course is designed to give students exercises and real-world experiences in producing feature stories on global science topics. While most scientists and international affairs professionals have been trained to write in the style of peer-reviewed journals, we will focus on journalism techniques, learning how to translate global science into accessible true stories that reach wide audiences.

Science is performed by passionate individuals who use their intelligence and determination to seek answers from nature. By telling their histories and uncovering the drama of discovery, we believe that there are ways for science to be successfully communicated to readers who might otherwise fear it.

• Department: Sustainability Management
• T 6:10 p.m.-8 p.m.
• Instructor: Claudia Dreifus
  CULPA: 1 Wikipedia Info
• 3 points

CRITICAL CONVERSATIONS

Effective dialogue is one of the single most important activities of leaders today. Whether you are confronting a team member who is not keeping commitments, critiquing a colleague’s work, disagreeing with a spouse about financial decisions, or telling someone no, critical conversations are often avoided or handled in clumsy ways. This course will provide the theory underpinning these conversations, diagram their structure, and provide specific strategies for approaching them successfully.

• Department: Strategic Communication
• U 8:30 a.m.-12:30 p.m.
• Instructor: Jesse L Scinto
  Info
• 3 points

REMOTE SENSING FOR AQUATIC ENVIRONMENTS

Aquatic systems are critical for provisioning ecosystem services that have sustained human civilization as evidenced by the establishment of the earliest civilizations on banks of rivers or along a coast.  Apart from regulating climate, aquatic systems provide food and transportation services, fresh water lakes and reservoirs provide water for consumption and irrigation, and coastal systems offer recreational services.  But growing human population, especially along the coast, has endangered the quality of ecosystem services.  The primary finding of the Millennium Ecosystem Assessment was that 15 out 24 ecosystem services examined are being degraded or being used unsustainably (MEA 2005).  Monitoring the aquatic ecosystem and understanding how to distinguish between anthropogenic and natural variability is an essential aspect of sustainability science. This course will provide an introduction to the use of remote sensing techniques that can be used to study the aquatic environment. There are several space-based sensors that provide information relevant to sustainable management of aquatic resources.  Depending on the sensor, observations are made as frequently as every day and spatially covering the entire globe.  Understanding the spatial and temporal context around an issue can help discriminate between local and far field effects and time series of remote sensing data can be constructed to investigate causes and consequences of environmental events.  Thus knowledge of the basic science of remote sensing, understanding how to select the appropriate sensor to answer a question, where to find the data and how to analyze this data could be critical tools for anyone interested in oceanic, coastal, and freshwater resource management. The course will follow active learning techniques and will consist of a lecture to introduce concepts followed by a discussion and lab time for hands on activities to learn and use tools for analysis of remote sensing data.  After the introduction of the basic principles of remote sensing, a series of case studies will be used to explore concepts in sustainability such as water quality, nutrient loading and hypoxia, coral reefs.  Remote sensing tools that are used to investigate and address environmental questions such as the effects of shutting down a sewage treatment plant, mapping of suspended sediment concentrations will be demonstrated and used by the students.  Each case study will be briefly introduced at the end of the pre

• Department: Sustainability Science
• M 6:10 p.m.-8 p.m.
• Instructor: Ajit Subramaniam
  Info
• 3 points

Core Data Science Concepts for Sustainab

The course introduces practitioners of sustainability management to the data analysis techniques and statistical methods which are indispensable to their work. The class teaches how to build statistical substantiation and to critically evaluate it in the context of sustainability problems. The statistics topics and examples have been chosen for their special relevance to sustainability problems, including applications in environmental monitoring, impact assessment, and econometric analyses of sustainable development. Students are assumed to have had no previous exposure to statistics.

This course demonstrates how to conduct a quantitative analysis of an organization’s work processes and operations, resource utilization, and environmental impact necessary to create a rationale for implementing sustainability initiatives. Statistical topics, including probability and random variables, will be discussed in both theory and in their practical applications for sustainability managers. This course will provide students with the skills to conduct regression analysis, to conduct hypothesis and estimation testing, to design surveys, and to prepare statistics packages. These quantitative skills are necessary for a professional manager responsible for the management of people, finances and operations toward sustainability goals.

• Department: Sustainability Management
• W 6:10 p.m.-8 p.m.
• Instructor: Bruce Kahn
  Info
• 3 points

ACCOUNTING, FINANCE, AND MODELING OF SUS

ACCT FIN & MOD OF SUS INV

This course is designed to provide students with working knowledge on how to make successful investments in sustainable companies and to prepare students to be conversationally literate in financial reporting. As you leave the school and become leaders of organizations financial literacy will be a skill set that will be vital to success no matter what career path you go down. It starts with a strong foundation in accounting and corporate finance, then moves on to ESG/Impact screening of potential investments, along with valuation techniques used to arrive at a purchase price. It will explore financial models that can aggregate multiple variables used to drive investment decisions.

To understand and lead a transition to a sustainability-aware business, managers must first be familiar with the terminology, practices and consequences of traditional accounting and finance. Students will learn traditional financial and accounting methods and tools. We will examine how these methods and tools are changing to improve product and service design, resource efficiency and allocation, employee productivity and sustainability performance outcomes. Students will learn how value is created in a company and the different methods employed to create that value, conduct due diligence, discuss optimal capital structure to finance a transaction, execute a transaction, and implement a Sustainability-based value-added operating plan to the target company. The course will conclude with students preparing a persuasive investment memo and accompanying financial model to the investment committee of an impact investing asset management firm. The course also provides a practical introduction to selected non-financial accounting topics including sustainability reporting standards, ESG corporate performance indicators and corporate social responsibility report (CSR Reporting).

• Department: Sustainability Management
• M 6:10 p.m.-8 p.m.
• Instructor: Brad Schwartz
  Info
• 3 points

Nonprofits in the Digital and AI Age

NOPM: Digital and AI Age

This graduate-level elective course examines how technology, particularly digital and social platforms, data analytics, and artificial intelligence (AI), are reshaping nonprofit management strategies, operations, governance, and stakeholder engagement. The course is situated within a broader debate about the role of nonprofits to drive sustainability and social impact goals. Students will evaluate how emerging technologies create new opportunities, but also challenges, such as a rising AI divide.  Students will critically assess how nonprofits adopt, adapt, or resist technologies. They will also explore how technological tools influence strategic decision-making, program delivery and evaluation. This includes discussions about fundraising, advocacy building via digital channels, and governance systems.

Drawing on interdisciplinary scholarship from nonprofit studies, technology management, sociology, and public administration, the course balances practical managerial considerations with critical analysis. Students will engage with real-world cases, academic research, and applied tools to develop both conceptual frameworks and strategic competencies for leading nonprofits in a technology-saturated environment.

An elective of the M.S. Nonprofit Management program, this course is open to graduate level SPS and Columbia students with a focus on nonprofits and/or civil society. It was designed to help students evaluate and apply technology to drive change as a nonprofit. There are no prerequisites to enroll for this course for graduate students.

• Department: Non Profit Management
• R 6:10 p.m.-8 p.m.
• Instructor: Erwin Vincent S de Leon
  Info
• 3 points

Nonprofit Strategy and the Public Policy

NOPM Public Policy Proces

This course explores the role of nonprofit organizations in the formation and implementation of public policy in the United States. As the influence and scope of the nonprofit sector continue to grow, nonprofit organizations increasingly shape policy debates, represent community perspectives, and contribute to the development and implementation of public policy. Understanding how nonprofits engage in the policy process has broad implications for future public sector professionals and those working to advance the common good.

The course provides students with an introduction to the public policy process and examines the ways nonprofit organizations participate in it. Topics include lobbying and advocacy, government regulation of nonprofit organizations, ballot initiatives, grantmaking for public policy, ethics in public interest lobbying, and the challenges facing nonprofit advocacy. Students will also explore how nonprofit organizations build the organizational capacity to engage in policy work and how public policy affects nonprofit operations and mission.

Through applied analysis and case studies, students will develop essential skills in lobbying, policy analysis, strategic advocacy campaign design, and—crucially—coalition building. The course emphasizes how ideas and insights from nonprofit practice can inform policy development and implementation, and how organizations can translate community needs into effective policy strategies.

More broadly, the course situates nonprofit advocacy within the social, political, economic, and philanthropic factors that shape the nonprofit sector. By examining the relationship between nonprofits and the public sector, students will gain practical insight into the challenges facing public institutions and communities. The course supports professional preparation for careers in public service, policy, and administration, and provides a strong foundation for students interested in pursuing graduate study in fields such as law, public administration, public policy, and other areas focused on public affairs.

• Department: Non Profit Management
• W 6:30 p.m.-8 p.m.
• Instructor: Basil A Jr Smikle
  Info
• 3 points

FINANCING THE CLEAN ENERGY ECONOMY

FINANCING CLEAN ENERGY ECONOMY

We need to transition toward a more environmentally sustainable society given both pollution and its health effects, and the impacts of extreme weather and climate change. The production and consumption of energy is the largest contributor to these concerns, and so the transition to a clean energy economy is essential. The increasing energy needs of the world’s growing population make this an ongoing challenge. At the same time, energy security and affordability, and social and economic inequities, must also be considered. New technologies and effective policies are needed to help drive increased deployment of renewable energy and energy efficiency. Finance is also a key lever to drive the implementation of clean energy. The availability and cost of capital is a key determinant in scaling renewable energy and energy efficiency technologies.

This course focuses on the finance and market aspects of the clean energy economy, and integrates technology, policy, and finance to evaluate both the opportunities and challenges. There is a focus on renewable energy generation, as mass electrification using cleaner generation sources is necessary to sustain our energy-dependent lives and economies. The course also looks at energy efficiency, including specific end-uses of energy that are responsible for the majority of emissions (e.g., personal vehicles, buildings). Throughout the course, finance will be analyzed as a barrier to, or enabler of, greater adoption of clean energy, particularly as we think about the allocation of capital.

• Department: Sustainability Management
• M 6:10 p.m.-8 p.m.
• T 6:10 p.m.-8 p.m.
• Instructor: Curtis S Probst
  Info
• Instructor: Barbara Chapman
  Info
• 3 points

APPLIED MACHINE LEARNING I

APPLD MACHINE LEARNING I

APPLIED MACHINE LEARNING I

• Department: Applied Analytics
• M 8:10 p.m.-10 p.m.
• Instructor: David Shilane
  Info
• 3 points

APPLIED MACHINE LEARNING I

APP MACHINE LEARN I ONLIN

APPLIED MACHINE LEARNING I

• Department: Applied Analytics
• R 8:10 p.m.-10 p.m.
• Instructor: David Shilane
  Info
• 3 points

TRADITIONAL ERM PRACTICES

This course provides an overview of the traditional ERM frameworks used to identify, assess, manage, and disclose key organizational risks. The traditional ERM frameworks are those that are more commonly in use and include COSO ERM, ISO 31000, and the Basel Accords. This course also provides an understanding of the methods, tools, techniques, and terminology most organizations use to manage their key risks, presented in the context of the foundational elements of an ERM process. This will enable students to navigate the ERM landscape within most organizations, and, along with the second-semester course Value-Based ERM, evaluate opportunities to enhance the existing ERM practices and evolve their ERM programs over time.

• Department: Enterprise Risk Management
• W 6:10 p.m.-8 p.m.
• W 8:10 p.m.-10 p.m.
• Instructor: Marianna Belyavskiy
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• Instructor: H.S. Bob Kostakopoulos
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• 3 points

FINANCE FOR EFFECTIVE HCM

• Department: Human Capital Management
• R 4:10 p.m.-6 p.m.
• Instructor: Solange Charas
  h-index: 4 Info
• 3 points

UNDERWRITING

• Department: Insurance Management
• Instructor: Mary Ann Susavidge
  Info
• 3 points

INTEGRATIVE CAPSTONE WORKSHOP

• Department: Sustainability Management
• T 6:10 p.m.-8 p.m.
• Instructor: Kizzy M Charles-Guzman
  Info
• 3 points

CERAMICS I

• Department: Visual Arts
• M 10 a.m.-4 p.m.
• 3 points

CERAMICS II

This course will focus on using ceramics as a primary art making machine by breaking out of the constraints wedded to this traditional material. Building on the foundation set in Ceramics1, this course will delve further into the technical and historical aspects of the ceramic process as well as into the conceptual ideas in artmaking.

Students will use a self-directed working process to facilitate the incorporation of ceramic materials into their existing art making while also being allowed room to go in their own conceptual direction. Rigorous group and individual critiques will be held on a regular basis.

Content is a priority in this class, along with the further understanding of ceramic processes and materials. The goal is for the student to be proficient in producing their ideas without the obstruction of technical difficulties.

• Department: Visual Arts
• R 10 a.m.-4 p.m.
• 3 points

Quantitative Methods - LAB

Lab section corresponding to CLMT 5002 Quantitative Methods for Climate Applications

• Department: Climate School
• W 4:10 p.m.-6 p.m.
• W 6:10 p.m.-8 p.m.
• W 4:10 p.m.-6 p.m.
• W 6:10 p.m.-8 p.m.
• 0 points

PROBABILITY

Prerequisites: At least one semester of calculus. A calculus-based introduction to probability theory. Topics covered include random variables, conditional probability, expectation, independence, Bayes rule, important distributions, joint distributions, moment generating functions, central limit theorem, laws of large numbers and Markovs inequality.

• Department: Statistics
• MW 2:40 p.m.-3:55 p.m.
• Instructor: Jingchen Liu
  CULPA: 2 h-index: 19 Info
• 3 points

STATISTICAL INFERENCE

Prerequisites: STAT GR5203 or the equivalent, and two semesters of calculus. Calculus-based introduction to the theory of statistics. Useful distributions, law of large numbers and central limit theorem, point estimation, hypothesis testing, confidence intervals, maximum likelihood, likelihood ratio tests, nonparametric procedures, theory of least squares and analysis of variance.

• Department: Statistics
• TR 1:10 p.m.-2:25 p.m.
• Instructor: Yuqi Gu
  h-index: 6 Info
• 3 points

APPLIED MACHINE LEARNING II

APPLIED MACHINE LEARNING II

• Department: Applied Analytics
• T 8:10 a.m.-10 a.m.
• F 10:10 a.m.-noon
• W 6:10 p.m.-8 p.m.
• R 8:10 p.m.-10 p.m.
• T 8:10 p.m.-10 p.m.
• M 8:10 p.m.-10 p.m.
• F 12:10 p.m.-2 p.m.
• R 8:10 p.m.-10 p.m.
• Instructor: Kitty K Chan
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• Instructor: Vishal Lala
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• Instructor: Birol Emir
  CULPA: 14 Info
• Instructor: Andrew Assing
  Info
• Instructor: Evgeniya Reshetnyak
  Info
• Instructor: Vinay P Mahadeo
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• Instructor: Vishal Lala
  Info
• Instructor: Zachary Kurtz
  Info
• 3 points

COLLECTIVE ACTION: MOBILIZING FOR CHANGE

Collective Action: Mobilizing for Change
examines how communication operates as a strategic force in the formation, activation, and coordination of collective action. The course moves beyond individual-level persuasion to focus on how messages, narratives, identities, and infrastructures mobilize groups, networks, and publics. Core topics include theories of collective action and mobilization; strategic communication and audience segmentation; narrative, framing, and collective identity; digital platforms and algorithmic mediation; power, ethics, and accessibility in mobilization; and comparative case studies drawn from social movements, advocacy campaigns, organizational mobilization, and civic action. Throughout the course, students are encouraged to connect strategic communication practices to broader social, political, and technological contexts.

• Department: Strategic Communication
• W 8:10 p.m.-10 p.m.
• Instructor: Devo Probol
  Info
• 3 points

LINEAR REGRESSION MODELS

Prerequisites: STAT GR5203 and GR5204 or the equivalent. Theory and practice of regression analysis, Simple and multiple regression, including testing, estimation, and confidence procedures, modeling, regression diagnostics and plots, polynomial regression, colinearity and confounding, model selection, geometry of least squares. Extensive use of the computer to analyse data.

• Department: Statistics
• TR 6:10 p.m.-7:25 p.m.
• Instructor: Yisha Yao
  Info
• 3 points

Foundations of Clinical Medicine Tutoria

FCM Tutorials I

• Department: Medicine
• 0 points

PROGRAMMING FOR DATA SCIENCE

PROGRAMMING FOR DS

Course Overview: 
This course introduces Python programming, covering data structures, control-flow, objects, and functions, along with libraries like re, requests, numpy, pandas, scikit-learn, scipy, and more. These skills are applied to real-world data science tasks, including AB testing, data manipulation, modeling, optimization, simulations, and data visualization.

Students will develop computational thinking abilities, including problem decomposition, pattern recognition, data representation, abstraction, and algorithm design, through practical exercises.

• Department: Statistics
• TR 2:40 p.m.-3:55 p.m.
• Instructor: Benjamin K Goodrich
  Info
• 3 points

ADVANCED MEDIATION FOR BIOETHICS

ADV MEDIATION FOR BIOETHI

• Department: Bioethics
• MTWRF 9 a.m.-5 p.m.
• Instructor: Jenny Besch
  Info
• 3 points

Foundations of Clinical Medicine: Tutori

FNDATION CLINICAL MED: TU

• Department: Medicine
• 0 points

ELEMENTARY STOCHASTIC PROCESSE

Corequisites: GR5203 or the equivalent. Review of elements of probability theory. Poisson processes. Renewal theory. Walds equation. Introduction to discrete and continuous time Markov chains. Applications to queueing theory, inventory models, branching processes.

• Department: Statistics
• MW 11:40 a.m.-12:55 p.m.
• Instructor: Mark Brown
  CULPA: 18 Wikipedia Info
• 3 points

PYTHON FOR DATA ANALYSIS

PYTHON FOR DATA ANALYSIS ONLNE

• Department: Applied Analytics
• M 8:10 p.m.-10 p.m.
• Instructor: Max Vilenchik
  Info
• 3 points

COMMUNICATION AND GLOBAL BRANDS

COMMUNICATION & GLOBAL BRANDS

This course examines the discipline of global marketing communication, including the environmental factors that enabled global marketing. The course assesses early models of communication management and the current factors that enable global communication programs: the identification of global target audiences; the kinds of products and services that lend themselves to global communication and those that don’t; and the characteristics of leadership brands that are preeminent in global communication today. Students consider how levels of development and cultural values affect communication programs and how local differences can be reflected in global programs. Message creation and the available methods of message distribution are evaluated in the context of current and future trends. Students learn how to approach strategy and develop an integrated, holistic global communication program and how to manage such a program.

• Department: Strategic Communication
• M 8:10 p.m.-10 p.m.
• Instructor: Cheryl Fenelle-Dixon
  Info
• 3 points

CONFLICT RESOLUTION AND DYNAMICAL SYSTEM

CONF RESOLUTION/DYNAMIC S

Dynamical Systems Theory (DST) is a methodology developed in the hard sciences to understand complex systems—from the weather to the functioning of cells, using mathematical algorithms. We added the lens of social-psychological concepts and practices to better understand how to apply DST to conflict. We are now applying DST to conflict analysis and resolution for larger social problems and conflicts that are protracted, deeply embedded and have multiple complex issues. This DST approach goes beyond linear problem-solving and embraces complexity in new ways. Dynamical Systems and Conflict Resolution (NECR 5210) is a required 3-credit course in the Negotiation and Conflict Resolution Program (NECR). Students are expected to spend on average 20 hours per week on this course, including media, group work, readings, and other assignments. NECR 5210 builds on concepts from Understanding Conflict and Cooperation (NECR 5101), where students became familiar with conflict resolution frames, theories, and models, as well as a basic understanding of the DST approach. This course will further develop and advance student understanding and use of advanced DST concepts and tools that will be useful for scholar-practitioners facing situations that require a systemic approach for more highly complex conflicts. It is a complementary approach that rounds out the other concepts and skills student learn in the program. Throughout this course students will work individually and in groups on multiple case studies, to understand and apply DST methodology, while developing an appreciation for the more fluid and non-linear DST approach.

• Department: Negotiation & Conflict Resolution
• W 6:10 p.m.-8 p.m.
• Instructor: Beth Fisher-Yoshida
  Info
• 3 points

SOLID WASTE MANAGEMENT

• Department: Sustainability Management
• R 6:10 p.m.-8 p.m.
• Instructor: Haralambos Vasiliadis
  Info
• 3 points

MICROECONOMIC ANALYSIS II

• Department: Economics
• MW 10:10 a.m.-11:25 a.m.
• Instructor: Guillaume Haeringer
  CULPA: 2 Info
• 3 points

MACROECONOMCS ANALYSIS II

• Department: Economics
• MW 2:40 p.m.-3:55 p.m.
• Instructor: Irasema Alonso
  CULPA: 12 Info
• 3 points

DIRECTING II

• Department: Film
• M 2 p.m.-5 p.m.
• Instructor: Stephen Lee
  Info
• Instructor: Ian W Olds
  Info
• 3 points

FOUNDATIONS OF SPORTS MANAGEMENT

FOUNDATIONS OF SPORTS MGM

This course is designed to introduce students to the terms, concepts and issues in sports management and their practical application in the sports business workplace. It is the required first class for every student in Columbia University’s graduate Sports Management Program. This course examines various business disciplines as they apply to the sports industry. The course provides the student with an overview of the business of the intercollegiate and professional sports enterprises. In addition, the course investigates the business-related issues encountered by managers of sport organizations and covers how business principles can be applied to effectively address these issues.

We will share practical experience and incorporate student experimentation to achieve our goal of fully preparing our students for advancement in the Sports Management Program.

• Department: Sports Management
• R 4:10 p.m.-6 p.m.
• Instructor: Laurajean Holmgren
  Info
• 3 points

SUSTAINABLE ENTREPRENEURSHIP

• Department: Sustainability Management
• M 6:10 p.m.-8 p.m.
• Instructor: Jonathan Hollander
  Info
• 3 points

SOCIAL JUSTICE: NARRATIVES OF INEQUITY (

• Department: Narrative Medicine
• 3 points

TIME SERIES ANALYSIS

Prerequisites: STAT GR5205 Least squares smoothing and prediction, linear systems, Fourier analysis, and spectral estimation. Impulse response and transfer function. Fourier series, the fast Fourier transform, autocorrelation function, and spectral density. Univariate Box-Jenkins modeling and forecasting. Emphasis on applications. Examples from the physical sciences, social sciences, and business. Computing is an integral part of the course.

• Department: Statistics
• TR 2:40 p.m.-3:55 p.m.
• Instructor: Rongning Wu
  CULPA: 1 Info
• 3 points

Climate Technology and Innovation

This course is designed to furnish students with a conceptual framework for understanding climate tech innovation and an overview of practical ways to professionally engage in it. We focus on climate tech because the current global rate of decarbonization is not sufficient to limit warming to 1.5°C. To accelerate the rate of change and stabilize our planet’s climate, innovative technology development and diffusion is required. Beyond the moral imperative, rapid decarbonization represents an unprecedented economic opportunity. To realize the promise of a low-carbon economy, new practitioners must join the innovation ecosystem and drive it forward. This course will prepare students to do so.

The course starts by framing what climate tech means (i.e., all technologies focused on mitigating greenhouse gas emissions and addressing the impacts of climate change) and how climate tech innovation will occur (i.e., as a complex process including co-evolution of technology, regulations, infrastructure, and consumer behavior). It then provides an overview of the innovation value chain including various stakeholders and avenues for professional involvement. It concludes with a survey of sectoral innovation opportunities. Considerations of equity and just transition are covered throughout.

• Department: Sustainability Management
• R 6:10 p.m.-8 p.m.
• Instructor: Luke C Apicella
  Info
• 3 points

NONPARAMETRIC STATISTICS

Prerequisites: STAT GR5205 Statistical inference without parametric model assumption. Hypothesis testing using ranks, permutations, and order statistics. Nonparametric analogs of analysis of variance. Non-parametric regression, smoothing and model selection.

• Department: Statistics
• TR 10:10 a.m.-11:25 a.m.
• Instructor: Alberto Gonzalez Sanz
  Info
• 3 points

BAYESIAN STATISTICS

This course introduces the Bayesian paradigm for statistical inference.  Topics covered include prior and posterior distributions: conjugate priors, informative and non-informative priors; one- and two-sample problems; models for normal data, models for binary data, Bayesian linear models, Bayesian computation: MCMC algorithms, the Gibbs sampler; hierarchical models; hypothesis testing, Bayes factors, model selection; use of statistical software.

 

Prerequisites: A course in the theory of statistical inference, such as STAT GU4204/GR5204 a  course in statistical modeling and data analysis such as STAT GU4205/GR5205.

• Department: Statistics
• TR 1:10 p.m.-2:40 p.m.
• Instructor: Benjamin K Goodrich
  Info
• 3 points

Special Topics Class - Sustainability in

Sustainability in the Tec

The tech industry’s environmental and social impacts are growing as generative AI and agentic applications become part of our daily lives. What can be done about tech’s energy, water, and mineral demands? Whose responsibility is it to manage resource use sustainably? And what can we learn from tech’s past sustainability efforts, like conflict mineral regulation and e-waste management?

To answer these questions, we will first investigate the hidden environmental and human impacts of producing digital devices, software, and the internet.  We will also examine current efforts to mitigate the negative impacts, from green software standards to circular hardware initiatives. In the second half of the course, we will analyze these initiatives from the perspective of diverse stakeholders, from institutions to grassroots groups, in order to understand how reform succeeds or stalls. Practitioners will share real-world initiatives across the tech value chain.

This course equips students to think strategically about systems change, using initiatives from the tech industry as case studies. Students will acquire tools for working with external stakeholders and apply them in the final project:  developing a multi-stakeholder sustainability strategy.

• Department: Sustainability Management
• W 4:10 p.m.-6 p.m.
• 3 points

CHANGE MANAGEMENT

• Department: Human Capital Management
• T 8:30 p.m.-10 p.m.
• Instructor: Solange Charas
  h-index: 4 Info
• 3 points

THE EARTH'S CLIMATE SYSTEM

This class provides a broad, quantitative introduction to the science underlying our understanding of the Earth’s climate system. Students will first learn the basic, fundamental concepts of energy transfer, the greenhouse effect, and general circulation in the climate system. We will then build on these ideas to explore more specialized topics, including climate variability now and in the past, the signs of climate change, climate models, extreme events, and projections of future climate. Lectures and slides will draw from the scientific literature, as well as the latest IPCC Assessment Report (AR6).  By the end, students will have a working knowledge of the climate system, giving them the knowledge and skills to evaluate statements and claims in the media and from their peers. Limited math (basic algebra) will be necessary for some of the assignments. All lectures will be recorded, and all slide decks will be uploaded to Courseworks after class.

• Department: Sustainability Management
• T 4:10 p.m.-6 p.m.
• Instructor: Casey Ivanovich
  Info
• 3 points

SURVIVAL ANALYSIS

Prerequisites: STAT GR5205 Survival distributions, types of censored data, estimation for various survival models, nonparametric estimation of survival distributions, the proportional hazard and accelerated lifetime models for regression analysis with failure-time data. Extensive use of the computer.

• Department: Statistics
• S 12:10 p.m.-2:40 p.m.
• Instructor: Zhiliang Ying
  CULPA: 1 Wikipedia h-index: 62 Info
• 3 points

SAMPLE SURVEYS

Prerequisites: STAT GR5204 Introductory course on the design and analysis of sample surveys. How sample surveys are conducted, why the designs are used, how to analyze survey results, and how to derive from first principles the standard results and their generalizations. Examples from public health, social work, opinion polling, and other topics of interest.

• Department: Statistics
• TR 11:40 a.m.-12:55 p.m.
• Instructor: Rongning Wu
  CULPA: 1 Info
• 3 points

Spec Top: Business of the OLY & PLY Game

Business of OLY & PLY Gam

Every two years the Olympic Games generate billions of dollars of commercial revenue, reorganize a host city, and shape the commercial lives of several thousand athletes – and then the company that delivered them dissolves. This course examines the Olympic Movement as an enterprise: a global governance system (the International Olympic Committee (IOC), the International Paralympic Committee (IPC), the International Federations (IF), the United States Olympic and Paralympic Committee (USOPC), and the National Governing Bodies (NGB)), a media and sponsorship property, a trademark estate, a recurring megaproject, and a labor market. Students work primarily from the documents that actually run the system – the Olympic Charter, The IPC Handbook,  the Ted Stevens Act, the Host City Contract, the Future Host Questionnaire, court decisions, and financial statements – and from the reform agenda as it unfolds in real time.

This elective course is designed for students in the M.S. in Sports Management program; no track, prerequisite, or prior legal or finance coursework is required. It complements the program’s league- and franchise-focused offerings by studying their structural opposite: a global property with no franchises, no annual gate-driven P&L, no permanent operating company, and a revenue pulse that arrives every two years. It serves the program’s larger goals of preparing students to analyze rights structures, governance, event economics, and athlete-facing business across the international sports industry. With Los Angeles hosting in 2028 and Utah in 2034, the United States is at the start of a decade-long Olympic building, hiring, and dissolving cycle, and the course is designed to be updated as that cycle develops.

• Department: Sports Management
• R 12:10 p.m.-2 p.m.
• 3 points

Causal Inference

This course is an introduction to Causal Inference at the masters level. Students will be introduced to a broad range of causal inference methods including randomized
experiments, observational studies, instrumental variables, di?erence-in-di?erences, regression discontinuity design, and synthetic controls. In addition, the course will cover modern, controversial debates regarding the foundations and limitations of causal inference.

The primary learning goal of this course will be to familiarize students with a variety of the most popular causal inference methods: which causal e?ects they seek to estimate, basic assumptions required for identi?cation and estimation, and their practical implementation. To this end, the course will focus both on developing the pre-requisite statistical / methodological theory and as well as gaining hands-on experience through implementation exercises with real datasets. By the end of the course, students should have deep familiarity of various causal inference methods and—more importantly—be able to determine which method is most appropriate
for a given applied problem and to judge whether the pre-requisite identifying conditions are appropriate.

• Department: Statistics
• TR 2:40 p.m.-3:55 p.m.
• Instructor: Michael Sobel
  CULPA: 5 Wikipedia h-index: 35 Info
• 3 points

BUSINESS INTELLIGENCE

BUSINESS INTELLIGENCE IN SPRTS

• Department: Sports Management
• M 6:10 p.m.-8 p.m.
• W 6:10 p.m.-8 p.m.
• 3 points

STATISTICAL MACHINE LEARNING

Prerequisites: STAT GR5206 or the equivalent. The course will provide an introduction to Machine Learning and its core models and algorithms. The aim of the course is to provide students of statistics with detailed knowledge of how Machine Learning methods work and how statistical models can be brought to bear in computer systems - not only to analyze large data sets, but to let computers perform tasks that traditional methods of computer science are unable to address. Examples range from speech recognition and text analysis through bioinformatics and medical diagnosis. This course provides a first introduction to the statistical methods and mathematical concepts which make such technologies possible.

• Department: Statistics
• MW 10:10 a.m.-11:25 a.m.
• Instructor: Genevera Allen
  Info
• 3 points

PROJECTS IN DATA SCIENCE AND AI

PROJECTS IN DATA SCI AND

Project-based topics course in data science and artificial intelligence. Students build a portfolio by implementing and applying modern data science methods.

• Department: Statistics
• MW 11:40 a.m.-12:55 p.m.
• M 6:10 p.m.-8:40 p.m.
• Instructor: Alex Pijyan
  Info
• Instructor: Haiyuan Wang
  Info
• 3 points

PURPOSE-DRIVEN COMMUNICATION

• Department: Strategic Communication
• W 4:10 p.m.-6 p.m.
• Instructor: Hayley Berlent
  Info
• 3 points

THE BUSINESS OF NONPROFITS

This Business of Nonprofits course is designed to prepare students to identify, understand, consider, and manage common business and related legal issues arising in the operation of a nonprofit organization. Operational legal issues are pervasive in every aspect of nonprofit management and governance, including: (1) decisions on organizational structures, (2) the design of collaborative relationships, (3) entering into contracts, (4) human resource issues, (5) the creation and use of intellectual property, and (6) the assessment and management of risks. Because of the increasingly complex legal environment nonprofits face, managers knowledgeable about the topics covered in this course will be better equipped to contribute to the structuring of external business arrangements and relationships, as well as to manage internal operational matters. This elective course is intended to provide a solid foundation of practical business and business law basics to managers, board members, and consultants working for nonprofit organizations.

• Department: Non Profit Management
• R 6:30 p.m.-8 p.m.
• Instructor: Astrid Andre
  Info
• 3 points

Smart Agriculture for a Changing Climate

Agriculture is highly dependent on stable climate conditions to produce the world’s food with sufficient nutritional quality at an affordable cost. Climate change is threatening the breadbaskets of the world with shifting rainfall, pests, and weather patterns. Farmers face enormous challenges in adapting to this volatility that is affecting their livelihoods and communities locally, and threatens the global food systems stability. Adaptation to these changes has become a high priority for policy makers, corporations, and investors around the world. Climate smart agriculture presents solutions to the existential threat to the global food supply by utilizing a range of tech enabled methods for producing more food with less resources. The challenge is daunting because there is no “one size fits all” solution. Instead, localized solutions that meet the social, environmental, and economic realities of farmers need to be developed, accelerated, and implemented.

• Department: Sustainability Management
• M 6:10 p.m.-8 p.m.
• Instructor: Yolanda Gonzalez
  Info
• 3 points

Industrial Organization

This is a topics course in industrial organization intended for MA students. The focus of the class is to familiarize students with the way economists in academic, antitrust regulatory and private sector settings approach research questions related to topics such as conduct, pricing, competition or ownership and control in various market structures (e.g., homogenous product, differentiated product, two-sided, vertical markets). The goal of the course is threefold. For each of the market structures considered:
(i)
familiarize you with the foundational economic theories;
(ii)
provide you with the empirical tools you can apply in the future to conduct your own research; and
(iii)
introduce to you key antitrust issues regulators have been focusing on and approaches used in practice to analyze these issues by antitrust economists.

• Department: Economics
• W 6:10 p.m.-8 p.m.
• Instructor: Ildiko Magyari
  Info
• 3 points

EXTERNAL STAKEHOLDER REQUIREMENTS

Provides a global review of ERM requirements of regulators, rating agencies, and shareholders. Addresses three industry sectors: (1) insurance; (2) banking; and (3) corporate.

• Department: Enterprise Risk Management
• T 8:10 p.m.-10 p.m.
• Instructor: Rich Lauria
  Info
• Instructor: Rajat Baijal
  Info
• Instructor: Alan Cheung
  h-index: 5 Info
• 3 points