Preparation of a Negotiation - Sumbiosis® Plan
And there is another problem on top of this: when a team prepares a negotiation, it will soon realize that the preparation itself is a difficult negotiation exercise!
If the case is relatively simple and you are negotiating alone, it is sufficient to use a short preparation check-list (if you need one, click here: Checklist)
«Do you want to improve a negotiation? Change the way it is being prepared!»
However, if the case is complex and the stakes are high - or if a team is in charge of preparing the negotiation - you need to do more to be well prepared. In such cases, we can help you to increase the efficiency and quality of your preparation.
With a very structured and systematic approach, we make sure that you ask yourself the key questions which should always be addressed. We also challenge your answers to ascertain that they are robust enough. We help you formulate the goals which you cannot and should not sacrifice, in a way that does not contradict the very notion of a negotiation. We encourage you to take different perspectives into consideration and to explore what could be the point of view, the interests and the alternatives of the other party. We also help you draw the list of what you need to do prior to the negotiation in order to feel more secure.
When a team is in charge of preparing a negotiation, we help its members to deal with the classical dilemma between creativity and cohesiveness - i.e.: we help them prepare to negotiate as a unified team without losing the advantage of the diversity of their skills, opinions and ideas. In accordance with our negotiation management methodology, we set up a negotiation room and make sure that the team answers key questions such as:
- Who should be a member of the delegation which is going to meet the other party and how shall we distribute the respective roles and responsibilities within the delegation?
- How are we to structure an efficient decision-making process during the negotiation?
- What are the needs and fundamental interests that the result of the negotiation must allow our organization to fulfill?
- How could we best combine the respective resources and skills of all parties involved in order to generate mutual benefits?
- What could and will we do to protect the interests of our organization if we cannot reach an acceptable agreement with the other parties involved?