|
| | | Workshop title : | | Influencing & Negotiating | | | Workshop reference : | | 307 / V1.0 | | | Duration : | | 2 days | | | Language : | | English, French | | | Why, Who and What ? | | | Negotiation skills are required daily to work effectively with others. To be able to persuade others to take action, to convince others to share resources, to influence, get agreement on making things happen are all part of business life. This course is designed for managers and individual contributors who need to negotiate with other people with whom the long term relationship is important. It is not about hard bargaining. The facilitator draws on Getting to Yes (Fisher, Ury and Patton) and Negotiating Rationally (Bazerman and Neale) to help participants prepare and negotiate. The course methods include presentations of information and models, group work, discussion, practical exercises for skill-building in triads or pairs, case-studies and role plays. The course is aimed at being informative, fun and practical. | | | Module | | Key Development Areas | | | Strategies of influencing and negotiating | | Awareness of influence and persuasion ; what works and what doesn’t work. Understanding your preferred influencing style. | | | The negotiation process | | Understanding of the process : Analysis Planning Discussion | | | Contacting | | Developing ways of getting acquainted, establishing rapport. Understanding the barriers of language and culture. | | | Opening | | Discovering each other’s needs and interests ; the skills of listening, message checking, questioning to explore. Defining together the reasons and issues to negotiate. | | | Expanding | | Expanding the “pie”; brainstorming for solutions. Using ‘what if’ scenarios and contingent concessions. | | | Contracting | | Closing the deal. Summarising and putting into action. | | | Putting into practice | | Building negotiation skills through role-plays and feedback. There are five opportunities to role play and receive feedback. | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| |
|