you will not get what you should get – you will get what you have negotiated.”

Who Should Attend?

All the staff (both sale personnel and managers) that take part in any negotiation process.

Expected results

During our workshops, we will give up our intuitive way of thinking about negotiations in favor of the systemic thinking. Learning concrete tools and techniques, we shall build negotiation-related competencies of the whole company.

Training Objectives

1. Negotiations as company’s strategic competence
   • Systemic and coordinated approach to negotiations (from situational approach to approach considering negotiation management on the level of the whole company),
   • Reasons why the companies treat each negotiations individually and seldom standardize the negotiation process,
   • Factors which are necessary for changing to the negotiation management approach.
2. New measures of negotiation success: relation, communication, advantages, options, legitimization, BATNA.
3. Myths about negotiations and their origin.
4. Typical negotiation mistakes
   • Starting negotiations without having prepared oneself in advance,
   • Conduction of negotiation with improper person,
   • Total lack of flexibility,
   • Sense of helplessness,
   • Symptoms of process control loss,
   • Giving up the right goals,
   • Excessive care of the counterparty.
5. Personality features and negotiation result
   • Source of negotiation advantage and personal attributes of negotiator FORM- Your negotiation potential,
   • Negotiation result and negotiator’s personal aspirations.
6. Between co-operation and conflict – techniques and tactics of negotiation (models based on competition and co-operation)
   • Techniques and tactics originating in the conflict strategy (game strategies with zero or variable sum, division strategy),
   • Techniques and tactics originating in the strategy of looking for common solutions (based on confidence and information flow),
   • Strong and weak points of the aforesaid strategies; important circumstances determining the choice or refusal (examples).
7. Two dimensions of negotiation strategies
   • Focusing on results,
   • Focusing on relations with the counterparty.
8. Key elements of negotiations
   • Time,
   • Information,
   • Power (source of negotiation advantage; team negotiation as one of the methods for gaining of the negotiation advantage: when to use, how to set out the team roles).
9. Communication and information in the negotiation process
   • Reference points,
   • Negotiation language and key words,
   • Framing technique at negotiations – examples of applications,
   • Anchoring technique at negotiations,
   • Asking questions and listening at negotiations.
10. Negotiation stages
    PREPARATION
    • Negotiation object definition,
    • Negotiation goal definition,
    • Negotiation strategy definition (BATNA),
    • Plan minimum and plan maximum at negotiations,
    • FORM negotiation preparation.

    CONDUCTING

    • How do the negotiation climate and distance affect the negotiation result,
    • Definition of the rules of the game,
    • The first ‘dealing’, i.e., identification of the negotiation partner,
    • Adaptation of the way of negotiation conducting to the identified situation,
    • Search for options,
    • The most important negotiation conducting standards,
    • Negotiation techniques to be applied at this negotiation stage,
    • Countertactics of negotiation partners and behavior methods at the identification of them.

    FINALIZING

    • Negotiation techniques to be applied at this negotiation stage,
    • The most popular reaction and behavior techniques of negotiation partners at negotiation finalizing testing of concession limits at the final negotiation stage,
    • Bilateral communication of the final concession at this negotiation stage – when and how to do it,
    • Closing the negotiations and providing the satisfaction to the counterparty.
11. Difficult situations at negotiations
    • Identification and managing of manipulation during negotiations,
    • Negotiation impasse and impasse breaking,
    • Negotiation breaking influence of negotiation successes and failures on negotiator’s effectiveness,
    • FORM for analyzing of response received at negotiations (both successful and failed).

Training Structure

2 days training, interactive workshop.

Methodology

The training shall be conducted with the workshop method comprising:

• individual, in pairs, in groups,
• simulations and playing roles,
• case study analysis,
• brainstorms, discussions, exchange of experience, autodiagnosis (questionnaires and tests).

Language

English, Polish.