UC Berkeley's: Negotiations and Influence

The Art of Working With People To Get Things Done

Negotiations Program Details

• Fundamental Negotiation Concepts
• Integrative Negotiations
• Multi-Issue Negotiations
• Team Based Negotiations and Preparation
• Cross Functional Teams
• Shadow Negotiations

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Day 1

Fundamental Negotiation Concepts

• Learn fundamental concepts to use in every negotiation
• Discover how to plan and prepare for a negotiation
• Understand how expectations impact a negotiation

Exercise #1: Fundamental Negotiation Concepts in practice

Integrative Negotiations

• Learn why you should work towards integrative (value based) agreements
• Discover how to build trust and develop relationships
• Uncover the other party’s interests: how to ask and not ask questions
• Avoid communication irritators
• Build long-term relationships with the other party
• Identify and diffuse gambits (dirty tactics such as good cop/bad cop)

Exercise #2: Integrative Negotiations in practice

Multi-Issue Negotiations

• Learn how to manage a multi-issue negotiation
• Understand the skills of effective negotiators
• Discover how to create value
• Learn about post settlement settlements
• Appreciate how and when to present a proposal and counter-proposal

Exercise #3: Multi-Issue Negotiations in practice (scorable to assess how well you create and claim value)

Self-Assessment #1: Thomas-Kilman Conflict Instrument

• Understand and use your negotiation style
• Learn to work with those who have a different style

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Day 2

Team Based Negotiations and Preparation

• Discover how to manage complex team dynamics
• Learn skills for negotiating within and between teams (internal vs. external negotiations)
• Understand how to manage conflict and perceived power differences
• Identify how to work with difficult others

Exercise #4: Team Based Negotiations with issues of power and conflict in practice

Cross Functional Teams

• Develop a strategy for managing informational, procedural, strategic and social complexities
• Facilitate and manage the negotiation process (agenda, ground rules, decision rules, etc.)
• Create a super-ordinate goal and gain buy-in
• Learn the importance of discussing the “no agreement alternative”
• Build a visual matrix
• Revisit the post settlement settlements

Exercise #5: Cross Functional and advanced negotiation skills exercise

Self-Assessment #2: The Keirsey Personality Inventory

• Understanding your social personality and teamwork effectiveness
• Recognizing other’s social styles to work more effectively in team environments

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Day 3

“Shadow” Negotiations: power, politics, coalition building, and agency issues

• Learn the importance of “shadow” negotiations (negotiations that occur away from the table prior to an “official” negotiation), how they operate and influence the negotiation outcome.
• Understand how and why coalitions are built, the positive and negative consequences of forming a coalition with colleagues, the instability of coalitions as well as “first mover advantage” in coalition formation.
• Recognize how agents and other parties outside of the immediate negotiation can wield influence and alter the “expected” negotiation process.
• Gain an understanding of how to build trust and why trust is important to maintain long-term relationships.
• Understand the importance of uncovering hidden interests to move parties toward problem solving and away from positional bargaining.
• Identify strategies to build power and determine which tactics yield the most influence with team members; discover how perceived power impacts a negotiation.
• Discover how emotions impact negotiation behavior and how to manage their own as well as the other parties’ emotions.
• Gain knowledge of how others may perceive their behavior and understand the importance of observing the other parties’ behaviors both prior to and during the official negotiation; recognize signs of loyalty and betrayal.
• Appreciate the ethical implications for their behavior and the impact of other’s perceptions of honesty on their reputation and future encounters. 
• Discover how phone and face-to-face negotiation interactions differ and which strategies are most effective for each type of medium.

Exercise #6: “Shadow” Negotiations in practice:

• Part 1: Shadow Negotiating: Pre-exercise phone and e-mail communication
• Part 2: The Press Party: Informal Negotiations
• Part 3: Crisis Meeting: Resolution