Our Philosophies

BREADTH OF 'NEGOTIATION'

At INS we have a very broad view of what constitutes 'negotiation'. Our operating definition is 'every time you try to influence other(s), or they try to influence you'.

This definition means that we can tailor programmes to cover not only external 'formal' negotiations, but to also include all the informal 'negotiations' where people try to influence outcomes within the organisation, depending on your specific needs. While the essential skills are the same, how they are applied is key to our workshop design.

GENERAL WORKSHOP OBJECTIVES

To provide participants with a systematic psychological model that will give a clear understanding of how the negotiation process works, to develop specific negotiation skills that will assist job performance markedly and enhance individual competence and confidence.

WORKSHOP LEARNING OUTCOMES AND COMPETENCIES

By the conclusion of our 3-day workshops, participants are competent to achieve more successful outcomes as they will be:

• able to understand the concepts underlying all negotiation and influencing situations and how to apply these concepts to the range of applications they are likely to encounter in your organisation;
• adept in identifying the skills necessary for persuasion and how to use and develop them further so they remain influential and in control of negotiations;
• perceptive about the importance of both the stated needs and hidden agendas of all parties and how to generate and build up the common ground;
• capable of purposeful style flexibility in both individual and group situations based on an understanding of their own reflex style;
• accomplished in creating the most useful “emotional atmosphere” appropriate for the outcome required;
• qualified in formulating positive negotiation strategies to achieve our optimum outcome whilst building long-term relationships;
• able to use behavioral tactics to influence the other party's perception of the balance of power between the parties to create willing, rather than reluctant, partners;
• able to employ conflict resolution strategies;
• aware of the phases which negotiations should go through and practiced in pacing through them to achieve optimum outcomes, not compromises;
• rehearsed in systematic preparation for situations from the unexpected telephone call to more complex negotiations of many rounds;
• able to structure language to create co-operation and to identify and use non-verbal signals;
• able to use better listening skills so that they really understand what the other party is saying and use this to influence;
• practiced in the role of 'process manager' to be able to control the negotiation and influencing process effectively;
• knowledgeable in how to formulate credible final offers and secure commitment to lasting agreements for their team, department, or organisation; and
• convinced of the need for post-negotiation audits, aware of how to conduct them and the significance of their role in continuing to develop these skills.

PROGRAMME REFERENCE MATERIALS

All participants receive a copy of the ENS negotiation workbook or full manual, as well as other aide-memoir devices.