Day One |
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| 08:40 |
Pick put from Canterbury West train station participants arriving on the 07:40 high speed train from St. Pancras station, London |
“The Corporate Brig. General (Retired) John Deverell, CBE
“The techniques that Samuel Passow teaches at the Negotiation Lab are wide-ranging and applicable to a broad range of personal, political, and business situations. However, I would specifically recommend these courses to anyone planning to negotiate in a commercial environment.” Greg Jones |
| 09:00 - 09:30 |
Welcome and breakfast buffet |
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| 09:30 - 10:00 |
Session One: What is Corporate Diplomacy?The more they get to the top, the more senior executives engage in the private sector equivalent of international diplomacy. Skilled top managers employ the tools of diplomacy to advance their objectives through interactions with the leaders of other corporations, governments, analysts, the media and interest groups. This overview will describe some of the tools and techniques necessary to conduct effective corporate diplomacy on a bilateral and multilateral basis and when looked through the lens of negotiation analysis over the next three days, will bring into focus how a business strategy is in fact a management’s approach to creating and claiming value in a network of internal and external relationships. |
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| 10:30 - 13:00 |
Session Two: Negotiation SkillsNegotiation Skills - How to Change the Game in your Favour - Part I
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| 11:00 - 11:15 |
Coffee Break |
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11:15-13:00 |
Harvard Law School Simulation: Sally Soprano Learn to move from a limited positional point of view to an interest- based outcome in which both parties can benefit in negotiating an employment contract between an Opera House and a Diva. |
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| 13:00 - 13:30 |
Lunch- Sandwiches |
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| 13:30 - 15:30 |
Session Two: Negotiation SkillsNegotiation Skills - How to Change the Game in your Favour - Part II Thomas-Kilmann Conflict Mode Exercise: Learn to recognize the different approaches to negotiation in this self-scoring test. Are you competitive, collaborative, an accommodator, an avoider or do you favour compromising? Gain an understanding of the strengths & weaknesses of negotiation tactics. Harvard Business School Case Study: Luna Pen Learn to identify these same five temperaments in other negotiators at the bargaining table and calculate your negotiating strategy accordingly in this simulation of a dispute between a woman representing a German manufacturing company and an Asian man whose company is their distributor in Taiwan. |
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| 15:15 - 15:30 |
Coffee Break |
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| 15:30 - 17:30 |
Session Three: Internal Negotiations
Harvard Business School Simulation & 30 min. Video: Negotiating Corporate Change By Professor James K. Sebenius co-author of “The Manager as Negotiator”
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| 19:00 - 21:30 | Dinner at Chef’s Table - ABode Hotel with the keynote speaker. | |
Day Two |
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| 09:00 - 10:30 |
Session Four: Cross-Cultural Negotiations
Countries like China, India and Russia are high-context societies while the USA, Australia, Canada and most European countries are low-context societies. Viewed in the context of these two paradigms, it is easier to understand what our common interest are if we are able to identify and overcome the barriers of our cultural difference.
Harvard Business School Case Study: “Levendary Café – The China Challenge” Scenario: Just weeks into her new job, Mia Foster, a first time CEO with no international management experience, is faced with a major challenge at Levendary Café, a $10 billion US-based fast food chain. Strategically, many of her corporate staff have become concerned that the company's major expansion into China is moving too far from Levendary's well-defined concepts of store design and menu. Organizationally, Foster has been frustrated by the apparent unwillingness of Louis Chen, president of Levendary China, to conform to the company's planning and reporting processes. Meanwhile, financial evidence shows that Chen's efforts have produced strong results and suggests that he knows China far better than U.S headquarters does. The entrepreneurial Chen has resisted attempts by Foster and others to discuss corporate plans for China. As Foster flies to China to meet with Chen she faces a decision that will determine the future of Levendary China and perhaps the entire globalization effort: can she manage Chen at all, and if so, how? The discussion of this case study will center on identifying the eight elements of Chinese negotiation and highlighting the differences in approach to the negotiation by Ms. Foster (the Westerner) and Mr. Chen (the Chinese). |
“The role playing James Maberly
“Mr. Passow is a well regarded academic with great experience in conflict management.” Dr. Klaus Schwab |
| 10:30 - 10:45 |
Coffee Break |
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| 10:45 - 13:15 |
Session Five:
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| 13:00 - 13:30 |
Lunch |
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| 13:30 - 15:00 |
Session Six:
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| 15:00 - 15:15 |
Coffee Break |
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| 15:15 - 17:30 |
The Power Screen Exercise debrief: The classroom discussion analysing the simulation outcomes is followed by The HackerStar Negotiation Video made by Harvard Law School, which brings the simulation to life. In this video, two improvisational actors play the roles of Allen Hacker and Stanley Star in an unrehearsed and unscripted performance in their separate advising sessions with their attorneys, and then to the final negotiation with both clients and attorneys present. Harvard Law School Professor and Getting to YES co-author Roger Fisher acts as Hacker’s attorney, while experienced Boston litigator Ann Berry acts as Star’s attorney. |
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Dinner at a restaurant in Canterbury |
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Day Three |
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| 09:00 - 10:00 |
Session Seven:
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“Samuel Passow was my student at Harvard. He is highly expert and knowledgeable in the field of conflict management and dispute resolution and has worked with a wide range of countries and private companies facing difficulties or sometimes dangerous situations.” Baroness Shirley Williams |
| 09:00 - 10:00 |
Harvard BusinessSchool Pre-Negotiation Briefing Report (PNBR) Developed by Professor Howard Raffia.
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| 10:30 - 10:45 |
Coffee Break |
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| 11:45 - 15:45 |
Harvard Law School Simulation: The Mouse Exercise (working lunch) The Mouse Exercise is a multiparty and multicultural simulation of the negotiations surrounding the construction of EuroDisney outside of Paris. The role plays will involve the mayors of the four districts where the massive American theme park is located, who will be negotiating amongst themselves and with the representatives of the French government, the Disney Corporation and co- mediators from the local Chamber of Commerce to see if they can form a coalition to resolve the disputes that have built-up between the parties. Before the negotiation begins, the participants will be instructed on how to write a PNBR on their role in the negotiation. Participants will negotiate for four hours, both formally and informally in a multicultural, six party dispute. |
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| 15:45 - 16:00 |
Coffee Break |
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| 16:00 - 17:00 |
Debriefing Participants will talk about their experience of the negotiation and how they did, or did not form coalitions, how they or their counter- parts claimed or created value, whether they or their counterparts were assertive or empathic, whether the PNBR prepared them for the negotiation, were they able to figure out their counterparts BATNA? They will also try to identify their own negotiation tactics in terms of the Thomas-Kilman model. |
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| 17:00 - 17:45 |
Wrap Up Session |
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| 17:45 |
Transfer to Canterbury West train station for participants departing on 18:25 high speed trains to St. Pancras station, London - arriving at 19:21 |
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