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Boulden Management Consultants
training by design
This programme provides practical help to enable professional peopleto grasp the mindset of an expert negotiator and appreciate the innergame of beliefs and values as they apply to negotiations. The training isbased on applying Neuro Linguistic Programming (NLP) techniques tothe negotiation process and during the course discoveries will bemade as to how to consistently achieve a win-win situation innegotiations. It will also build self-confidence when conducting a face-to-face meeting.The course will give those attending a competitiveedge whilst maintaining and building positive relationships.
By attending this two-day highly interactive course you will: Understand how your beliefs and values can affect your ability to negotiate
effectively Explore the nature of the different types of negotiation from Lose/Lose to
Collaboration Gain a toolbox of 22 influencing skills that will mean that you can achieve
consistently good results in your negotiations Learn a seven step planning process so that you will be prepared to handle what
the other party may propose Discover how to control the actual face to face negotiation using the Deal
Making Meeting Process
The basis of the feedback is peer review based upon assessment usinga BMC assessment checklist. Completing the BMC assessmentchecklists is not only valuable to the people involved in a given casestudy, it also helps those completing them to gain an in-depthunderstanding of the building blocks that make up an excellentnegotiation meeting.
People with some experience of negotiation who wish to further develop their skills.
Overview
Feedback
Learning objectives
Who should attend?
Course: Advanced Negotiation Skills
Copyright
Boulden Managem
ent Consultants Ltd em
ail:bmc@
Boulden.net Website:w
ww
.Boulden.net
Boulden Management Consultants
training by design
The phrase the inner game is a term borrowed from sports psychology. It is a reference tothe fact that what is going on inside a persons head (their state of mind) is crucial to goodperformance. Here we consider the role perception and beliefs of expert negotiators.
Examining your current beliefs
Reviewing expert beliefs
Making changes that you feel are appropriate for you
Pairs exercise: applying the Future Pacing technique.
The ability to influence and persuade is the key competency of advanced negotiators. Here wecover twenty-two influencing tools grouped into five sets or topics. Mastery of this skillstoolbox, which is based on NLP (Neuro linguistic programming) concepts, allows expertnegotiators to conduct face-to-face meetings with elegance and precision.
Building a sense of trust and partnership with prospective clients. Gaining a psychologicalconnection with other people.
Matching and leading body language
Matching and leading values
Matching and leading jargon
Matching and leading on sensory based language
Group exercise: practising the pacing and leading technique
Paying close attention to the prospects non-verbal behaviour and tuning in to the underlying message that is being transmitted.
Notice non-verbal behaviour
Calibration
Position perception
Pairs exercise: developing listening skills
Day one:
Influencing skills
Creating rapport
Effective listening
The inner game ofNegotiation
Advanced Negotiation Skills
Copyright
Boulden Managem
ent Consultants Ltd em
ail:bmc@
Boulden.net Website:w
ww
.Boulden.net
Boulden Management Consultants
training by design
This set of tools is concerned with asking high quality questions that map out precisely theother partys needs and requirements.
The logical levels concept
Moving up logical levels
Moving down logical levels
Softners
Pairs exercise: conducting logical levels interviews
Building a history of agreement into the conversation so that the other person gets into thehabit of agreeing with you.These techniques help to generate a positive tone to the whole ofthe negotiation meeting, from the initial remarks to signing off on the deal.
Summarising
Reframing
Behaviour labelling
Conditional close
Pairs exercise: handling objections with reframing
Using assertive tools combined with NLP techniques to put your point of view in a firm,persuasive, courteous manner. In this section we also cover methods for dealing with hostile and aggressive behaviour.
Dealing with one point at a time
Positive language
Three step technique
Feel, felt, found technique
Assertive broken record
Fogging
Embedded commands
Day one:
Yes sets
Sending positive messages
Needs definition
Advanced Negotiation Skills
Copyright
Boulden Managem
ent Consultants Ltd em
ail:bmc@
Boulden.net Website:w
ww
.Boulden.net
Boulden Management Consultants
training by design
Looking at the way in which the 22 tools can be used in order to plan for a negotiation session.
The planning process involves setting out the goals for the negotiation, gathering some facts(what we call building a database) and then analysing the data to uncover key issues. Once thishas been done specific targets can be set and the plan for the face to face meeting developed.
The seven stages of planning the negotiation that we use at BMC are: -
Agree outcomes
Build a database
Chart logical levels
Determine common ground
Examine Batnas (Best Alternative to a Negotiated Agreement)
Formulate possible trades
Generate the settlement range
Case study: planning a negotiation
This aspect of the course involves covering all the administrative arrangements that relate tothe negotiation meeting. Namely;
Agreeing the agenda for the meeting
Considering our opening position
Planning to meet peoples expectations
Developing a timetable
Briefing the team
Day two:
Setting the scene
The BMC A-G Negotiation Planning process
Advanced Negotiation Skills
Copyright
Boulden Managem
ent Consultants Ltd em
ail:bmc@
Boulden.net Website:w
ww
.Boulden.net
Boulden Management Consultants
training by design
To run the actual face-to-face meeting we begin by agreeing the outcome for the negotiationand what topics should be covered.We then explore what importance each side attaches toeach topic, what specifically they are trying to achieve and what they are prepared to trade inorder to get what they want.The next step is to make proposals as to how agreement can bereached. Once an acceptable proposal has been put on the table we close the negotiation,record outcomes and monitor the results over time.
The four steps of the face-to-face meeting process are described by a mnemonic, where eachletter in the key word DEAL represents a stage in the meeting:
Draw the logical levels diagram (using the logical levels system explore the topics for discussion)
Explore possible deals (make proposals and give & receive concessions)
Agree the closing position (agree the formal contract and get the main points of the agreement in writing)
Look at the actual results (monitor how the contract is actually implemented over time)
Case study: conducting a negotiation
Reviewing some of the tools that we can use to regain momentum if the conversationbecomes stuck or bogged down on a particular issue. Including:
Chunk up chunk down
Negative consequences
Counter example
Time out
Car parking
Metaphor
Escalation
Arbitration
Pairs exercise: discussing how to apply the tools to real life issues.
Day two:
Breaking Deadlocks
The BMC Deal MakingMeeting Process
Advanced Negotiation Skills
copyright 2003 - Boulden M
anagement C
onsultants Ltd email:bm
ebsite:ww
w.Boulden.net
The contents of this course is for illustrationpurposes only and is the copyright of
Boulden Management Consultants Ltd
Further information is available by contactingemail: [email protected]
website: www.Boulden.net