Engaging Negotiation Dynamics
to Achieve Sustainable Outcomes

Do you sometimes find it difficult to achieve the best negotiated outcome when circumstances are changing during the process?  The speed of access to information requires today’s negotiators to be agile, super responsive to changes and be able to shift their approach to situations in a dynamic way. This Anderson training course will provide delegates with a practical framework for negotiation which will allow them a wider degree of flexibility when planning their negotiation approach. The training course will introduce strategies and tactical plans for dealing with the faster pace of business and immediacy of information. These new aspects of negotiation are integrated into the subject to give a fresh and vibrant perspective.

By attending this Anderson training course, delegates will be able to:

• Develop critical thinking skills and utilise an effective negotiation framework
• Determine their individual negotiation style and understand when to modify this as circumstances change
• Understand the dual circumstances model and how to maintain its balance
• Demonstrate how to use the power of persuasion in difficult situations
• Master the art of countering aggression, argument and hard tactics during negotiations

This Anderson training course is suitable to a wide range of professionals, but will greatly benefit:

• Negotiators operating at all levels
• Department heads
• Leaders of negotiating teams
• Staff at higher levels of executive responsibility
• Managers from a wide range of business disciplines including engineering, project management, production, finance, sales, business development and procurement

Amongst a wide range of valuable topics, the following will be prioritised:

• Understanding that negotiation can be dynamic rather than a linear process
• Using powerful listening techniques to absorb information in a dynamic environment
• Planning strategically for indicative negotiations
• Recognizing false statements and positions and learning how to deal with them tactfully
• Using emotional intelligence two managed ‘difficult’ negotiators
• The power of convergent and divergent thought processes and biases
• Understand how to be more persuasive when working with the others
• How to develop a framework for any type of negotiation
• Determining powerful language models which may influence others
• Composing in developing negotiating teams