MASTERING NEGOTIATION, PERSUASION & CRITICAL THINKING

TRAINING OVERVIEW

Negotiation lies at the core of various processes, be it securing a contract, haggling for a purchase, resolving conflicts, or finalizing a deal. The ultimate objective in every negotiation is to attain a win/win result, a crucial element for enduring partnerships. This Anderson training course delivers a fundamental structure to cultivate adept negotiation and persuasion skills, complemented by essential critical thinking capabilities. Participants gain insights into strategies for crafting and capitalizing on strategic alliances, making the course indispensable for navigating complex negotiation scenarios.

TRAINING TOPICS

• Situational negotiating strategies
• Applied negotiation skills
• Persuasion & influence skills for negotiators
• Level negotiation skills for challenging situations
• Critical thinking and decision-making for negotiators

By the end of this training course, delegates will be able to

• Describe a framework for the analysis of business alliances
• Understand how to apply influencing skills during the negotiation phase
• Recognise and manage difficult negotiators who use aggressive tactics during negotiation
• Understand the key principles of persuasion and its importance to negotiation
• Apply critical thinking when planning to develop business alliances

TRAINING IS TAILORED TO

• Delegates who want to achieve more through becoming more effective
• Managers who are being prepared for promotion or higher levels of responsibility
• Delegates who may be considering new projects or additional assignments
• Managers who are looking to refresh their skills when working with others
• Leaders who need to communicate vision more effectively for better results

TRAINING METHODOLOGY

This training course employs a blend of interactive methods to enhance participant engagement and understanding. Through a mix of group discussions, practical exercises, case studies, and role-playing, participants actively contribute to the learning process. The course incorporates best practices and benchmarking, providing a hands-on approach to learning. Delegates are encouraged to create work products, such as charters, product backlogs, schedules, and risk registers, enhancing practical application. The methodology focuses on maximizing comprehension, retention, and real-world applicability of the presented information.

DAY ONE:

SITUATIONAL NEGOTIATING STRATEGIES

• Negotiation purpose: Common terms and best practice
• Developing mutually acceptable solutions through value claiming
• Adapting strategies to situations when building alliances
• Personality - strengths & weaknesses in negotiations
• Opening communication channels to maintain relationships
• Applying Interests and Positions for strategic advantage

DAY TWO:

APPLIED NEGOTIATION SKILLS

• How to reach 'win-win' in negotiation
• The keys to collaborative bargaining in partnering
• Leverage: What it is and how to use it?
• Negotiation tactics and ploys
• Dealing with difficult negotiators and barriers
• Ethics in negotiation

DAY THREE:

PERSUASION & INFLUENCE SKILLS FOR NEGOTIATORS

• Challenges of meetings – group and individual strategies
• Positive persuasion in challenging situations
• Applying rules of influential presentations to maximize impact
• Maintaining compatible body language & using logic, credibility, and passion
• Dispute resolution and mediating for better outcomes
• Mediation techniques - practical exercise

DAY FOUR:

LEVEL OF NEGOTIATION SKILLS FOR CHALLENGING SITUATIONS

• Identifying and responding to signals and informal information
• Recovering from reversals, errors, and challenges
• Developing a climate of trust
• Higher level conversation techniques
• Face-to-face negotiations; appreciating different cultures
• Practical Negotiation exercise and feedback 

DAY FIVE:

CRITICAL THINKING AND DECISION-MAKING FOR NEGOTIATORS

• Gaining control and using information – formal and informal
• Thinking patterns, frameworks, and tools for negotiators
• Identifying sources and testing assumptions
• Framing the problem
• Decision-making under pressure
• Reviewing strategic alliances and building personal action