This intensive one-day workshop explores a number of elements of the negotiation process at an advanced level.
Introduction
This workshop aims to improve participants’ capability in planning and conducting negotiations. It explores, techniques, influencing and interpersonal skills that are key to successful negotiations.
This course is designed for:
The workshop will benefit experienced procurement practitioners who wish to develop their existing capability in planning and conducting negotiations.
Course structure
There will be pre- and post-workshop activities totalling about 90 minutes additional workload, as the workshop is founded upon 70/20/10 principles. The pre-workshop activity will stimulate thought about the role of a category manager in contributing to organisational results. The workshop will be led by an experienced facilitator, and will include nine sessions involving exercises, case studies, presentations and facilitated discussions. The post-workshop activity will seek to reinforce the learning and to maximise the transfer of knowledge from the workshop to the workplace.
Benefits of attending
Attendance will help develop existing capability in negotiation, and in the techniques, interpersonal and influencing skills that may be used.
As well as this participants will gain three key benefits from attending:
- More appreciation of how to behave at different phases of the negotiation process
- More sensitivity to the challenges and opportunities of implementing different strategies
- Less likelihood of failing to achieve the desired outcomes from a negotiation process
Key learning outcomes
- Design and implement negotiation plans for a variety of different relationship types
- Develop negotiation plans relevant to the objectives you are seeking to achieve
- Describe the negotiation process and adopt appropriate behaviours at each phase
- Describe a variety of persuasion methods and use them appropriately during negotiations
Course Content
The negotiation process in overview
- Planning the objectives
- Planning the motivational strategy
- Managing the process
Understanding the context of the negotiation
- The balance of power between the parties; who needs who more?
- The political dimension to the negotiation; which constituencies influence each party?
- The cultural dimension to the negotiation; how does ‘our way’ differ from ‘their way’ of getting things done?
Setting objectives
- The link between sourcing objectives, benefits and negotiation objectives
- Objective setting in practice; developing a range of objectives
- Setting ‘anchors’ for negotiation; what does ‘success’ look like?
Managing the process
- What are the phases of a negotiation?
- Key behaviours at each phase
- Staying in control of the negotiation process
Managing the first ten minutes
- Managing behaviours during the social phase
- Making an impactful opening statement
- Aligning participants with customer goals
Influencing the other party
- The range of motivators we can use and selecting the most appropriate motivator
- Linking the selection of motivators to the desired relationship/s
- Principle –v- positional negotiating – which is more effective and why?
Interpersonal behaviours 1/2
- Calibrating the scoring process
- Managing divergent opinions during the evaluation process
- Developing recommendations for governance groups
Interpersonal behaviours 2/2
- The principles of assertive behaviour and communicating assertively
- Dealing with offers that are not what we want
Managing movement
- When to put down an anchor and when not to put down an anchor
- Using proposals to unblock an impasse
- Deploying the most appropriate motivators for the relationship and the procurement objectives
- Overview of ‘tips and traps’ for effective negotiation
