Negotiation at Work: Maximize Your Team's Skills with 60 High-Impact Activities
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Negotiation is an essential part of doing business, but to be an effective negotiator one must master a wide variety of skills such as listening, self-awareness, conflict resolution, assertiveness, and more. So it stands to reason that in order to teach such a complicated subject, managers and trainers need proven, powerful activities. "Negotiation at Work" is the answer. The book is packed with 60 interactive lessons designed to instill confidence and transform participants into strong negotiators. Each activity includes a description, detailed directions, goals, additional resources as well as notes for the trainer. The exercises are designed to help learners: - Plan effectively for a negotiation - Ask the right questions - Build trust - Analyze each negotiation creatively - Strategically frame each party's needs and interests - Successfully negotiate with difficult people - Determine their own negotiating style - And much more Featuring transcripts from real negotiations, case studies, assessments, and even practice negotiation sessions, this handy book includes everything readers need to successfully train others in the fine art of negotiation.
Notes from the long version. You could use any of the role plays in this book or from 25 Role Plays to Teach Negotiation, Asherman & Asherman, HRD Press, 2003. Procedure: Step I Explain to the group: “The purpose of this exercise is to experience one of the following four negotiating styles—the competitive, the avoiding, the accommodating, and the collaborative—and to develop strategies for dealing with that type of negotiator. “We will divide into groups of three and each group
skills. Rank the skills in order of importance, with 1 being the most important. You will then meet with others to discuss your ranking. Planning Objectives: To identify the characteristics of effective planning Time: 35–50 minutes Group Size: 3 or 4 Materials: Planning Rating Worksheet. Trainer’s Notes: This exercise works nicely as an introduction to a general discussion on planning, or as the conclusion to a planning module. Procedure: Step I Distribute copies
Observer Sheet: Difficult Negotiator 251 55. Boundary Roles Exercise 1: Worksheet—The Boundary Role 257 56. Boundary Roles Exercise 2: Worksheet—The Adams’ Paradox 261 57. Boundary Roles Exercise 3: Worksheet—Departmental Assessment 265–266 58. Sales Negotiation Exercise 1: Pre-Work—Success Factors 271–272 59. Sales Negotiation Exercise 2: Sales Practices Assessment 275–276 60. Sales Negotiation Exercise 3: Features, Advantages, Benefits, Proof 279 61. Sales
our subjects of our weakness, and your enmity of our power.  Melians: Is that your subjects’ idea of equity, to put those who have nothing to do with you in the same category with peoples that are most of them your own colonists, and some conquered rebels?  Athenians: As far as right goes they think that one has as much of it as the other, and that if any maintain their independence it is because they are strong, and that if we do not molest them it is because we are afraid; so
demands of the organization in which they are members and to the demands from the external systems with which they interact. Examples of boundary role positions include salespeople; buyers, who purchase goods from external parties; and government regulators. Boundary role persons are in a unique position in that they are close to the external environment and have access to information unavailable to other organizational members. They are the organization’s representatives to the outside and,