 Whether launching a new company or keeping an established company at the top, business leaders must negotiate at every turn—often across national borders—to come to productive terms with potential partners and competitors, investors and board members, customers and suppliers, legislators and regulatory authorities, and employees and labor unions. Yet, the simplistic win/win and win/lose strategies of yesterday are inadequate for the challenges of today's high-level bargaining tables.
Strategic Negotiations: Dealmaking for the Long Term engages some of the world's most influential business leaders and most sophisticated negotiators in exploring powerful dealmaking concepts and skills that maximize a negotiator's ability to create and claim value on a sustainable basis. Based on cutting-edge negotiation research and extensive practical experience, the program takes a uniquely broad approach, embedding interpersonal skills in an action-oriented framework that enables negotiators to take the initiative to ensure that the right players come together…to deal with the right set of issues…through the right process…at the right time…to face the right set of no-agreement alternatives. Participants acquire versatile and innovative strategies and techniques that will add value to each and every dealmaking encounter.
Program Objectives
Strategic Negotiations: Dealmaking for the Long Term was created to provide business leaders with vital dealmaking tools. This unusual program is devoted to strategic negotiation concepts in general rather than specific kinds of transactions, industries, or geographic regions. In developing major ideas and skills, however, participants study a variety of cases and examples that are derived from many types of firms and geographic areas.
In this intensive, high-level program, participants learn to:
- Achieve greater effectiveness at the negotiating table, especially when confronting challenges such as hard bargainers and negotiating across borders;
- Craft deals that create maximum value for the parties on a sustainable basis;
- Productively manage the tension between the cooperative actions necessary to create value jointly and the competitive actions necessary to claim value individually;
- Change the game advantageously by taking the initiative away from the table; and
- Effectively handle complexities such as internal negotiations that must be synchronized with external ones; negotiations involving multiple parties, issues, and agendas; and negotiations with evolving time frames.
Curriculum
Strategic Negotiations: Dealmaking for the Long Term is much more than a tool for gaining control of the bargaining table. It is a tool for achieving goals, fostering growth and understanding, and promoting resolution—even harmony—among parties whose interests and perceptions are in conflict. The most effective negotiations are those that create long-term sustainable value for both parties. And, the surest way to achieve that value is with an approach that James K. Sebenius and David Lax call "3-D negotiation," a powerful strategy that takes into consideration all elements that comprise the architecture of a deal and the process for achieving it.
Curriculum Components Include:
- One-Dimensional (1-D) Negotiators seek interpersonal effectiveness at the table (whether literally, by email, on the phone, or otherwise connected). 1-D negotiators focus on elements of the process, such as employing the most appropriate bargaining styles, creating the atmosphere, building trust, setting communication dynamics, framing issues attractively, packaging or separating them, persuading others, deciphering body language, and bridging cultural differences.
- Two-Dimensional (2-D) Negotiators understand that an interpersonal process viewed by itself can lose sight of the underlying purpose of negotiation, which is substantive and should be driven by its value potential. 2-D negotiators relentlessly look beyond the interpersonal process to the underlying substance of the problem, seeking to figure out where potential value exists and how to craft agreements that realize this value for the parties. They focus on what Sebenius and Lax call the principles of "dealcrafting" or the engineering side of value creation among potentially cooperative parties.
- Three-Dimensional (3-D) Negotiators, possessing greater insight, understand that once the bargaining table has been set, much of the game already has been played. Therefore, rather than focusing on the interpersonal dynamics or the substance of the deal, 3-D negotiators think hard about the architecture of the deal—how to set up and, if necessary, reset the table. Who should be there? What is the best means to get them there? In what sequence and on what basis should they be approached? Separately or together? Publicly or privately? Dealing with what set of issues? Separated or combined? Through what process? Under what set of expectations? Facing what set of no-deal alternatives? More basically, at what table? Or, should there be a series of tables, possibly linked, separated, sequenced, or arranged in parallel? Not only do 3-D negotiators skillfully play the game as given, but they also act entrepreneurially on multiple planes and in multiple spheres to change the game to maximum advantage.
In short, Strategic Negotiations seeks to develop sophisticated and effective negotiators who act in a mutually reinforcing way among all three dimensions: (1) during the process at the table, (2) with respect to the substance of value creation, and (3) away from the table to change the game so it is most likely to yield optimum results.
Participant Mix
In bringing together a diverse group of participants, Strategic Negotiations: Dealmaking for the Long Term provides a rich, career-defining experience for senior executives who face especially challenging negotiations in the course of their duties—negotiations that go beyond the routine and require special skills to conduct. The program is particularly valuable to executives from companies that are in the process of realigning corporate strategy, undertaking a sizeable deal, settling a major dispute, or juggling multiple constituencies.
Executives who have significant involvement in negotiations and who are well suited for the program include:
• Entrepreneurs;
• Chief executive officers;
• General managers;
• Presidents;
• Board members and chairs;
• Executive vice presidents; and
• Corporate counsels.
Since many high-level negotiations often involve complex financial analyses, participants are assumed to have familiarity with basic finance and accounting, such as present value calculations.
Date:
January 23 - 28, 2005 (Participants encouraged to arrive by January 19, 2005)
June 12 - 17, 2005 (Participants encouraged to arrive by June 08, 2005)
Fee - click here
Location - Boston, Massachusetts (Residential)
Participants’ Comments
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