Our individual negotiation skills are challenged daily.   Whether we are successful depends not only on the nature of the situation, and  whether we are efficient and productive negotiators but whether there is a coordinated organizational approach that supports our efforts. 

INDIVIDUAL SKILLS
We know  that learning to negotiate in complex business relationships is essential to developing positive interactions, smarter deals, stronger relationships with outside owners, vendors,  contractors,  and constructively dealing with conflicting priorities.  All these situations demand that individuals know how to assess the value of changing priorities, switch gears quickly, recognize the type of intervention needed, and respond calmly, consistently and effectively.

Yet, it goes beyond the individual and individual relationships. Yes, learning  negotiation skills can help individuals focus on what is most important professionally by  learning what it takes to communicate easily and consistently. But, learning  to communicate effectively under pressure, and developing successful negotiating skills is also essential to  your organization’s financial success

COORDINATED ORGANIZATIONAL APPROACH
WHY? Your firm probably negotiates hundreds of times every year
A single deal may not greatly impact your company's future. But taken together, they can make or break your bottom line. If individual negotiators see each deal as separate, they can unknowingly undermine other efforts; for example, a creative response to one customer's needs may hamstring a broader building strategy.

So a coordinated  organizatioanl approach to negotiation needs to be developed to avoid this problem,  By making some modest but systematic changes, your organization can help your negotiators share information and start each deal understanding how it supports the firm's goals. 

You can do this by creating a negotiation infrastructure. One negotiation's outcome should not hinge solely on an individual negotiator's skills. Instead, give all negotiators better and more information, including lessons from past negotiations and corporate priorities.

You teach your negotiators to distinguish between the deal and the relationship. You build a stronger relationship and trust. Both sides share more information, leading to more creative and valuable agreements.

You can identify your measures of success so that your negotiators know how to judge their performance i.e. so they not only know financial measures, but understand that there are other key benefits to evaluate as well—e.g., better communication with suppliers, fresher solutions, and more workable commitments. 
You can let your negotiators know when walking away from a deal would be the best idea.  By sharing, and defining best alternatives to closing a deal —and helping negotiators think them through before they begin negotiating, they can carefully evaluate the proposed negotiation against the best alternative. If the alternative is better, they know they can walk away.
 

BENEFITS:
 

•  Zero in on the priorities in the situation
•  Learn paragon of effective partnering
•  Create a negotiation infrastructure
• Distinguish between the deal and the relationship
• Identify your measures of success 
• Learn how to judge your performance
• Determine when to walk away
• Size up any situation and confidently choose your most appropriate reaction
• Deal with impossible situations, unreasonable requests
• Understand why people respond as they do to in situations
• Determine if, when  and how to to deal with confrontations
• Communicate in a way that encourages openness, cooperation and agreement
• Initiate  confrontation in a non-defensive way
• Negotiate agreements using the best strategies
• Understand the advantages and techniques of  a step-by step problem solving approach 
• Zero in on the real causes of conflicts
• Defuse conflicts before they create frustration, low morale, and poor work quality
• Understand why people respond as they do to conflict
• Determine if, when and how to deal with confrontations
• Communicate in a way that encourages openness, cooperation and agreement
• Initiate the conflict confrontation in a non-defensive way
• Negotiate disagreements using the best of five conflict resolution strategies 
• Size up any conflict situation and choose your most appropriate reaction 
• Keep cool under fire-express yourself in a calm, clear, and compelling way
• Deal with difficult situations and people positively

PRE-COURSE ASSESSMENT
Assessment Of Your Negotiation / Thinking Styles
Survey Of Goals And Objectives

PRE- COURSE DESIGN
Using The Assessment Of Your Negotiation / Thinking Styles And
Survey Of Goals And Objectives To  Determine The Content And Sequence Of Course Modules

COURSE DEVELOPMENT
4-5 Modules Developed To Meet The Goals And Objectives
Workbook Designed

COURSE DELIVERY 
4-5 Modules

COURSE EVALUATION
Re Assessment Of Your Negotiation / Thinking Styles
Setting of Goals And Objectives

IMPLEMETATION OF 
NEGOTIATION INFRASTRUCTURE
Information Sharing Tactics
Lessons Learned

POSSIBLE COURSE MODULE CONTENT AND SEQUENCE

INTRODUCTION: YOU ARE NEVER NOT NEGOTIATING
Everything You Do Or Don’t’ Do Has In Impact On How The Other Person Thinks
The Basics of Influence in Negotiation, How Do You Change Minds?

NEGOTIATION DEFINED
· What Negotiation Means- By Assessing How a Person is Thinking, and
· Cooperatively  Exchanging Ideas With The Goal To Design A Solution Acceptable To Both 
 

DETERMINING WHAT’S IN IT FOR YOU?
· The Dangers And The Opportunities
· What Is The Importance Of Negotiation?
· What Current Negotiations Are You Involved In?
· What Will You Be Negotiating In The Future?
· What Gets In The Way?

WHAT IS YOUR NEGOTATION / THINNKING STYLE?

WHAT IS THINKING/ NEGOTIATION STYLE?

WHAT DOES IT MEAN TO NEGOTIATE?

CREATING YOUR NEGOTIATION INFRASTRUCTURE 
· Establishing Negotiation Style 
· Identifying Corporate Priorities.
· Standardizing  Negotiation Processes Based On Priorities
· Established A System For Sharing Negotiation Successes.
· Broadening Your Measures Of Success
· Distinguish Between The Deal And The Relationship 
· Evaluate Key Benefits To Be Assessed In Every Negotiation
 

WHAT IT IS:  INTEGRATIVE NEGOTIATION:
• Used To Achieve A Consensus Solution
• Joint Problem Solving - A Cooperative Approach
• Where The Problem To Be Solved Focuses Upon An Area Of Common Concern
• Where The Solution Benefits Both Parties
• Where The Gains Of One Party Do Not Equal Sacrifices To The Other

 WHAT IT ISN’T - BARGAINING NEGOTIATION:
• Used To Achieve A Compromise Solution
• Least Frequently Used
• Means Win-Loss: One Side Giving In And Consequent Victory For The Other Side
• Goals Of Two Parties Are Inherently In Conflict, And Therefore One's Gain Is Another's Loss
• Decision Is Halfway Between What Each Party Really Wanted
 
 

WHAT IS THE PROCESS? WHAT ARE THE SKILLS?
1. GETTING AND UNDERSTANDING ATTITUDES 
2. GIVING INFORMATION
3. PROBLEM CENSUS-DEFINing THE PROBLEM
4. PROBLEM SOLVING-GENERATE FEASIBLE SOLUTIONS,
5. SELECT, PLAN AND IMPLEMENT THE SOLUTION

WHAT IS ATTITUDINAL NEGOTIATION?
• Goal-To Change Attitudes - Establish Common Goals
• Prepare - Understand The Frame Of Reference
• Establish A Climate Of Mutual Trust
• Build Rapport And Establish Empathy

1. GETTING AND UNDERSTANDING ATTITUDES 
Unless you are effective in doing attitudinal negotiation it will likely be impossible  for   you later to do integrative negotiation to resolve the conflict.  Trust is important for  effective communication and problem-solving. The amount of trust that can be  established is usually related to the degree of shared frame of reference. The process of building rapport will increase significantly your trust relationship.   Demonstrating that you understand the problems, concerns and attitudes enhances communication and the ability to work together (empathy).

• How to change attitudes by establishing COMMON GOALS
• Preparing by understanding the FRAME OF REFERENCE
• Establishing a climate of MUTUAL TRUST
• Building RAPPORT and establishing EMPATHY
 

Demonstration: 
• How to establish a common understanding of points of view, experiences, or frame of reference
• How to identify the values, beliefs, attitudes, information and assumptions
• Assessing Their Negotiation Thinking Style

 What to Analyze: Applications Exercise
• What is your FRAME OF REFERENCE?
• What is their FRAME OF REFERENCE?
• How to establish a SHARED FRAME OF REFERENCE:

Group Problem Solving Exercise:
1. Be aware of the probable areas where there is and is not a shared frame of reference.
2. Through questioning and listening try to understand what the other person really does believe in those areas that are not common.
3. Ask questions that are needed to understand the other's point of view, background, feelings, knowledge, expectations.
4. Pre-plan STATEMENT OF PURPOSE and FIRST QUESTION.
5. Have in mind an outline of question, follow up each primary question with enough probe questions to assure an adequate understanding.

How Do You Manage the Interaction? .
• Let the other person know the specific objective of your meeting
• Ask questions and probe with follow-up questions, using open-ended questions, beginning with words like what, why, when.
• Establish rapport by finding some subject where there is already mutual or common interest or by sharing information related to the negotiation.

2. GIVING INFORMATION-WHAT THE OTHER PERSON NEEDS TO KNOW TO MAKE THE DECISION
• Give whatever information is necessary to satisfy the other's needs
• Answer any questions or problems raised by the information getting stage
• Give what the other needs to know to make a decision and raise questions and objections
• Don't try to defend/answer arguments as they come up, wait until PROBLEM CENSUS
• Deliver in a concise, direct and orderly manner
• Express concepts in the other's frame of reference

PRACTICING COMMUNICATION SKILLS NEEDED FOR BUILDING CREDIBILITY
• Assessing Their Negotiation Thinking Style
• Be well prepared
• State facts not generalities
• Listen before answering
• Give direct answers
• Make non-verbal communication consistent with message

PRACTICING  SKILLS NEEDED FOR IMPROVING LISTENING:
• Pay attention to symbolic content, ideologic, contra-logic
• Probe questions
• Descriptive feedback
• Monitor non-verbal feedback
• Monitor process and task

3. DEFINING THE PROBLEM TO BE SOLVED: 
    PROBLEM CENSUS
 Small Group Problem Solving
• Unpack all complaints
• Identify all sources of dissatisfaction
• Deal with components separately
• Make single issue conflict into multiple issue conflict
• Search for point of agreement
• AVOID settling and defending

 SKILLS INVOLVED IN CONDUCTING A PROBLEM CENSUS 
 Fish Bowl Role Play
  • Get all the problems out on the table before answering
  • Ask for further objections
  • Ask if it is a complete list
  • Ask probe questions to see if it is the real objection
  • Get tentative commitment
  • Order the problems from easiest to most difficult
 

4. PROBLEM SOLVE Small Group Problem Solving
 • Generate feasible solutions
 • Select a mutually acceptable solution
 • Plan the implementation
 • Plan an evaluation

 PUTTING IT ALL TOGETHER
 Individual Applications Exercise:
 

PRACTICING  COMMUNICATION SKILLS
  • Utilize Communication, Listening, and Negotiation Skills to Implement  your Strategy
Get all the problems out on the table before answering
  • Ask for further objections
  • Ask if it is a complete list
  • Ask probe questions to see if it is the real objection
  • Get tentative commitment
  • Order the problems from easiest to most difficult
  •  Communicate in a Way That Builds Rapport and Agreement
  •  Handle Difficult Confrontations  - Overcome Barriers to Getting Your Point Across,   Defensiveness, Verbal Attacks
  • Motivate Others to Take Action While Lessening Their Resistance 
  •  Create Rapport, Mutual Respect, Tolerance in Controversial Situations

HOW DO YOU AVOID MAKING PEOPLE DEFENSIVE?
•    Avoid triggering defensive inner speech with a challenge to values 
•    Stop arguing and pushing your own point of view.
•    Try to understand the other person's point of view.
•    People will behave toward you pretty much the way you behave toward them
 

FROM CONFLICT TO COLLABORATION

PROBLEM SOLVING COLLABORATIVELY 

• Decide if the Conflict is Worth Confronting
• Initiate the Confrontation in a Non-Defensive Way
• Define the Problem, Generate Feasible Solutions, Select a Mutually Acceptable Solutions,
 Implement  Solutions
 

WHAT IS CONFLICT? 
1. What Is Conflict?
2. How Do You Analyze Conflict and How it Happens?

WHAT IS THE CRISIS WE FACE DEALING WITH CONFLICT?
1. Conflict, Its Not All  Bad 
2. What are the Dangers and the Opportunities Presented by Conflicts

HOW DOES CONFLICT HAPPEN?
1. Analyze Conflict  and How it Happens 
2. The  ABBC'S of Conflict – The Process of Conflict
3. A Awareness  Understand How You React to Conflict 
4. B Beliefs How Beliefs Produce You Behavior in Conflict
5. B Behavior  How You React and Why
6. C Consequences - What Are the Effects of How You React?
7. Whose Got the Problem?

A Awareness HOW DO YOU DECIDE WHAT TO DO IN A CONFLICT?
1. How Do You Confront Conflict in a Non-Defensive Way?
2. How Do You Determine the Types of Conflicts and How to Deal with Them?
3. How Do You Make Sure You Understand What is Going On?

B Beliefs HOW DO YOU KNOW WHAT YOU BELIEVE IS GOING ON IN THE CONFLICT IS ACTUALLY WHAT IS HAPPENNING?
1. What Do You Tell Yourself 
When It Feels Like Someone is Fighting You (Negative Interaction Cycles)
When You Don’t Know Their Intent- (Behavior Blindness)
When You Don’t Know If They Are In Personal Trouble (Impossible Situations)
When You Don’t Know If They are Malicious (Difficult People) 
When You Don’t Know If It’s a Personality Clash
2. What Can You Do? How Do You Determine What Is Really Happening?
 

B Behavior WHAT IS YOUR REACTION TO CONFLICTS?
1. What  Are Your Present Skills and Approaches to Resolving 
   Interpersonal Conflicts?
2. What Do You and Why You Do It? Does It Work?
3. What are the Different Strategies for Working With Conflict?
  Competing, Compromising, Collaborating, 
  Avoiding and Accommodating Styles 
4. What are the Advantages and Disadvantages of Each Approach?
5. What is the Best Strategy to Produce the Most Desirable Outcome

C Consequences HOW DO YOU GET THE BEST OUTCOME IN CONFLICT
1. How Do You Decide if the Conflict is Worth Confronting?
2. How Do You Initiate the Confrontation in a Non-Defensive Way
3. How Do You Dialogue To Make Easy for Others to Understand What You rethinking and Safe for Others to Respond?
4. How Do You Create Rapport, Respect, Tolerance in Controversial Situations?
5. What Are the Best Communication, Listening, and Negotiation Skills to Resolve Conflicts?
6. How Do You Communicate in a Way That Builds Rapport and Agreement?
7. Handle Do Handle the Very Difficult Confrontations and Verbal Attacks?
8. How Do You Motivate Others to Take Action While Lessening Their Resistance? 

HOW TO COMMUNICATE IN CONFLICT-Lecture

• We are trying to influence another person’s inner speech.
• We want to avoid stimulating defensive inner speech.
The Impact of Inner Speech:
Characteristics of Inner Speech: Fast, Explosive, Pieces of Thoughts
Why Avoid Defensive Inner Speech?
How Do You Avoid Making People Defensive?
How to Understand the Other Person's Point of View:
 Personal Application of  Thinking Styles:
  •Darwin, Einstein, Socrates, Ford?Applications Exercise
  •Strategies for Dealing with Different Personalities Lecture

HOW DO YOU PROBLEM SOLVE IN A COLLABORATIVE WAY?
1. How Do You Define the Problem, Generate Mutually Acceptable Solutions?
2. How Do Get Buy In To Implement Solutions?
3. How to Get From No to Yes?
WHAT DO YOU DO IF CONFICT IS UNAVOIDABLE AND UNRESOLVABLE?
WHEN DO YOU WALK AWAY?

INVESTMENT

PROCESS

PRE-COURSE ASSESSMENT
Assessment Of Your Negotiation / Thinking Styles  $60 per assessment
Survey Of Goals And Objectives by Email - No Charge

PRE- COURSE DESIGN
Using The Assessment Of Your Negotiation / Thinking Styles And
Survey Of Goals And Objectives To  Determine The Content And Sequence Of Course Modules       No Charge

COURSE DEVELOPMENT
4-5 Modules Developed To Meet The Goals And Objectives
Workbook Design      No Charge
Manual  and Copyright Materials                          $40 per person

COURSE DELIVERY 
4-5 Modules                                                         $1200 per session

COURSE EVALUATION
Re Assessment Of Goals And Objectives
Setting of Goals And Objectives

IMPLEMETATION OF 
NEGOTIATION INFRASTRUCTURE
Information Sharing Tactics
Lessons Learned