To staff, each other, content, and process. Review of program focal areas - knowledge about negotiation; attitudes, values, and personal styles; skill building through practice. Core premise: The purpose of our behaviors is to achieve our objectives; lets find out if they do.
|9:45 12:30||TACTICS TEAM FORMATION
Participants use key values each holds about negotiation in general and themselves as negotiators to form into teams, seeking diversity in experience, similarity in value base. Initial team building begins. Tactics Team assignments are given out, as are sample mini-negotiations for the Tactics Team activity.
|1:30 2:00||BASIC TENETS
Staff introduces key concepts problem-solving in a mixed-motive environment; negotiating environments and modes; needs, interests, and the shape of satisfaction; alternatives, options, and elegant solutions; partisan perceptions and tit-for-tat; what goes around comes around.
|2:00 2:30||PRACTICE NEGOTIATIONS
Teams receive data on the Sailboat and Lathe Negotiations. If sellers in one, they are buyers in the other. Data on the third negotiation may also be given out.
|2:30 3:30||TACTICS TEAM MEETING #1
Each Tactics Team will run the workshop for one hour, concentrating on one of the four key aspects of principled negotiation. These are: 1) how to separate the people from the problem, 2) how to get below positions to interests and needs, 3) how to multiply options for mutual gain, and 4) how to use agreed upon procedures and agreed upon external legitimate criteria to manage the one-win aspects of negotiation.
|3:45 6:00||TACTICS TEAM MEETING #2
Continue Tactics Team planning, including planning for the Sailboat Negotiation.
|8:00 on||TACTICS TEAM MEETING #3
Continue Tactics Team planning as appropriate.
|8:00 8:15||AGENDA, COMMENTS, QUESTIONS
Also, drawing for sequence of Tactics Team mini-negotiations and identification of pairings for the Lathe negotiation.
|8:15 10:15||TRAITS OF A GOOD NEGOTIATOR
Tactics Teams identify traits of a good negotiator, then members individually assess themselves against those identified as most essential. This becomes the basis for initial personal contracts for change.
|10:30 12:45||PERSONAL STYLES PART ONE
A relationship exists between observable personal style and internal life orientation. Finding the pattern of someones personal style gives you a window into their internal values. This helps you understand what satisfaction means to them and leads to ways to send to their preferred way of hearing. Result: You can alter what you do so your counterpart will hear you better and trust you more. Participants first use their own LIFO profiles to understand themselves better so they can hone their own negotiation behavior for maximum effectiveness.
|1:30 3:30||PERSONAL STYLES PART TWO
Continuing with the LIFO model. A model for building and maintaining trust is proposed, tied to LIFO styles. Participants apply the concepts to better understand their counterpart in the first negotiation, learning how to alter their own behavior to send to the others preferred channel of receiving.
|3:45 6:30||NEGOTIATION #1
The Sailboat Negotiation. One-on-one. Thirty minutes. Participants negotiate, then critique themselves. A model for identifying the negotiation environment (the JOKAY Window) becomes a tool for anticipating probable behavior and identifying Rules of Thumb for negotiating in a variety of environments.
|8:00 on||TACTICS TEAM MEETING #4
In addition, partners plan the Lathe negotiation.
|8:00 8:15||AGENDA, COMMENTS, QUESTIONS |
|8:15 9:15||FIRST TACTICS TEAM MINI-NEGOTIATION
The first of four presentations on how to implement interest-based negotiation, followed by a mini-negotiation key to whose solution is using the tools taught by the Tactics Team. Each explores a key element of interest-based negotiation applied in negotiation environments that may range from the highly competitive to the highly collaborative.
|9:30 12:30||PERSONAL STYLES PART THREE
Often you dont know the person well enough to complete the LIFO profile. A personal styles instrument called Integro allows you to get a quick fix on anothers style with as little as 30 minutes interaction. Good accuracy when enriched with the LIFO material. An example of how the LIFO/Integro material was used in a multi-million dollar contract negotiation links theory to real world application. Partners in the Lathe negotiation develop profiles on their counterparts, working with a booklet containing 26 detailed briefing notes for the various Integro styles, and integrate this data into the rest of their negotiation planning.
|1:15 2:15||SECOND TACTICS TEAM MINI-NEGOTIATION|
|2:30 5:30||NEGOTIATION #2
The Lathe Negotiation involves partners with partners, negotiating for 50 minutes. Participants identify this environment, receive feedback from their counterparts, then work together to critique themselves, developing appropriate Rules of Thumb for how to negotiate effectively in an environment such as this, as well as with a partner.
|5:45 7:00||MANAGERS MEETING NEGOTIATION #4
The PVC Negotiation focuses on the impact of the manager on the negotiator and the negotiation. The four people asked to be managers meet in private session to identify teams, receive manager and staff data, and review the context of the negotiation, which takes place on Day Five.
|8:00 on||FINALIZE TACTICS TEAM MINI-NEGOTIATIONS
Teams leading Day Four sessions may want practice time.
|8:00 9:20||AGENDA, MID-COURSE SELF-APPRAISAL
Teams for Negotiation #4 are announced, and the managers introduced. Basic tenets are reviewed as the basis for a mid-course self-appraisal, which provides a chance for people to review their participation in the program thus far and identify what they may still need to do to get full value from the remaining time.
|9:30 10:30||THIRD TACTICS TEAM MINI-NEGOTIATION|
|10:40 11:30||HOW TO BREAK AN IMPASSE
Sometimes deadlock means dead; sometimes it is a temporary impasse. If you find yourself in an impasse, how can you get out? People who may have deadlocked in the first two negotiations work together to identify ways.
|11:40 12:40||FOURTH TACTICS TEAM MINI-NEGOTIATION|
|1:30 3:30||NEGOTIATION #4
Planning in team rooms.
|3:45 6:30||NEGOTIATION #3 TEAM FORMATION & CONDUCT
A change-of-pace negotiation, this exercise explores the apparent conflicts between competition and collaboration in a mixed-motive dilemma.
|7:00 on||DINNER, LEGACY PRESENTATION
A graduation dinner followed by a joint announcement by Tactics Team Leaders (or designated representatives) of the consensus decision about what to do with the Tactics Team Legacy Prize, of the wording for the Legacy plaque, and of the name chosen for the community.
|Before 8:45||NEGOTIATION #4 PLANNING
Timing of morning meetings is at the discretion of the individual PVC managers.
|9:00 11:15||NEGOTIATION #4 AND CRITIQUE
The PVC Negotiation lasts for 60 minutes. Negotiations are primarily two-on-two, with managers at their headquarters tables, not participating in the negotiation as primary negotiators, but available to their staffs. Critique focuses on private feedback to the manager from their staffs about what they did that helped and/or hindered the individuals and the staffs. For each hinder, the staff member identifies what would have been more helpful to him or her.
|11:30 12:00||NEGOTIATION #4 CRITIQUE, CONTINUED
Managers share their intentions and how they set out to realize them. They identify lessons learned in feedback from their staffs. They then review advice they would give to top management of their businesses about how to allow your negotiators to be as effective as possible.
|12:00 1:00||SUMMARY AND CLOSURE
Participants identify key points learned or re-learned, identify intentions for change, and give credit to those learned from, bridging back to their own organizations.