SAMPLE PROGRAM DETAILS
DAY ONE – BASIC NEGOTIATION SKILLS
Morning Session
This session will explain the theoretical framework for successful commercial negotiation by highlighting the differences between traditional positional bargaining and principled negotiation developed by the Harvard Program on Negotiation. Key learning points include:
Harvard Law School Simulation: Oil Pricing Learn to define what constitutes a “good outcome” in a negotiation over a vital commodity which drives our economy and the consequences that has in this simulation of trading oil futures. Is it “to win”?; to “beat the other side”?; to “avoid losing” ? or to “protect your reputation”?
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.
Lunch
Afternoon Session
Multicultural Negotiations & their Differing Styles: Countries like Russia, China and India are high-context societies while the USA, Australia, Canada and most European countries are low-context societies. Viewed in the light of these two paradigms, it is easier to understand what our common interests are if we are able to identify and overcome the barriers of our cultural differences.
Harvard Kennedy School Simulation: Universal Aircraft
This is a negotiation between the Vice-President of the US-based Universal Aircraft Company, the largest commercial and military aircraft manufacturer in the world, and a senior government representative of Karthik, an oil-rich developing country in Central Asia. The high-value negotiation involves the sale of the G-232 aircraft, spare parts, advanced electronics and on-going maintenance. This negotiation takes place in the shadow of Karthik’s recently concluded deal with Universal Aircraft’s arch-rival, Eurostar.
Universal Aircraft debrief: analysis of scores, cross-cultural attitudes and tactics during the negotiation.
Thomas-Kilmann Conflict Mode Exercise: Learn to recognize the different tendencies you have in approaching conflict resolution in this self-scoring test. Do you tend to be competitive, collaborative, an accommodator, an avoider or do you favour compromising? Gain an understanding of the strengths & weaknesses of each of these tendencies and learn to use them tactically in a negotiation.
Morning Session
The Crocodile River Story: An exercise that demonstrates the importance of personal values and cultural differences in the context of a negotiation.
Harvard Business School Pre-Negotiation Briefing Report (PNBR):
Preparation is a key ingredient to a successful negotiation. Learn how to define your strategy as a negotiator with an analytical tool developed by Professor Howard Raffia at the Harvard Business School and used at the John F. Kennedy School of Government at Harvard University for the Northern Ireland talks. The template includes:
Afternoon Session
Harvard Law School Simulation: The Mouse Exercise (includes 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 the 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, seven party dispute.
Coffee Break
Mouse Exercise 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-Kilmann model.
Harvard Business School Simulation & 30 min. Video: Negotiating Corporate Change with Professor James K. Sebenius co-author of “The Manager as Negotiator”.
Much of every manager’s job involves negotiating with other managers throughout an organization, but rarely are these interactions thought of or taught as negotiation. Using a dramatization of a real negotiation, this program examines the manager’s job as negotiator. The dramatized negotiation involves interaction between a manager responsible for the installation and implementation of a new data base system and three other managers, whose help the project manager needs, but over whom he has no formal authority. The 30-minute video presents, through the dramatization, a broad scheme for thinking about and approaching internal negotiations, and covers concepts of issues, positions, and interests. It will be followed by an hour classroom conversation debriefing the lessons learned and discussing how this scenario relates to internal negotiation experiences participants have had in their organization.
Wrap-up Session – Lessons Learned