A resource of quick tips and analysis of highly effective, real life negotiation strategies.
In Focus: Negotiating Teams & Coalitions
What role will negotiation teams and coalitions have in the World Health Organization (WHO) negotiating a global Pandemic Treaty? On May 3, 2021, the WHO Director-General Dr Tedros Adhanom Ghebreyesus said, "The one recommendation that I believe will do most to strengthen both WHO and global health security is the...
In Focus: Measuring negotiation costs
"I’ve had enough of this situation. It’s been eight months, I can’t even count the thousands of hours of meetings, the days, the evenings, the nights, the weekends, without this advancing”. This quote comes from the Belgian Socialist Party Leader Paul Magenette. It would eventually take 653 days of negotiations for Mr...
Managing COVID-19 Renegotiations
How relevant are your existing agreements? COVID-19 changes to work conditions, supply chains, business models and demand curves, have all contributed to a loss of relevance for many agreements. When this loss of relevance leads to dissatisfaction with how well an existing agreement is creating and distributing value, a renegotiation is often...
Problem Solving: Delivering outcomes
According to the World Economic Forum’s 2018 ‘The Future of Jobs Report’, negotiation was ranked in the top ten skills needed by 2020.
What makes this skill so valuable is the resultant ability to strengthen relationships and unlock value. In this issue of Negotiation Insights, we
consider how skilled negotiators...
Taylor Swift: Giving others a voice
When power imbalances occur in negotiations it has the potential to restrict who is able to be involved. So how can those with more influence achieve their
desired outcome, while also strengthening the negotiation positions of those who have less influence?
What others can learn from Taylor Swift.
Gun tragedies: We hear you
Can you recall how it felt to be in the company of a good listener?
If you can then you probably experienced feelings of being understood and valued. However, if you are like most people this experience will have been the
exception and not the norm, and this should not...
Problem Solving: Calm in the cockpit
Have you ever been confronted with vast amounts of information that is ambiguous and complex? If you have, then it is also likely that
you experienced high stress levels and feelings of being overwhelmed. In this issue of Negotiation Insights we consider what negotiators can
learn from Captain Richard de...
Defining Fairness: US German trade negotiations
At a meeting on March 17 2017 the US President Donald Trump advised German Chancellor Angela Merkel “We don’t want victory, we want fairness”. This
was because the US President claimed that millions of Americans are “left behind” by “unfair” trade agreements and that “Negotiators for
Germany have done far better...
Traits of skilled negotiators: Nelson Mandela
Negotiation is a learned skill that involves a methodology, and the knowledge and creativity to reach a mutually beneficial outcome. In
this issue of Negotiation Insights we reflect on Nelson Mandela and the negotiation traits that helped him to achieve his outcomes and build
Nelson Mandela is widely recognised...
Leadership without authority: Reducing domestic violence
Whether it is in business, politics, sport or everyday life, there are times when we need to influence without authority. In this issue
of Negotiation Insights we consider how leadership and change can be achieved without authority.
The recently retired Australian Chief of Army, David Morrison, said, “The standard you...
Mindsets: It’s a choice!
When problems need to be solved, the mindset you hold towards those involved can be the difference between strengthening or weakening a relationship. In
this issue of Negotiation Insights we highlight the importance of choosing a constructive mindset.
On April 4th 2016 the Courier Mail reported that Neil Henry, the...
The power of language: A statement or a question?
When designing a communication strategy, you might like to carefully consider which will be more effective, using a statement to impart your views to others, or a question to draw others towards you. In
this issue of Negotiation Insights we look at a notable example of each from history and...
Managing uncertainty: New freeway gets a red light
In negotiations you are often required to predict and manage future uncertainties. It shouldn't be a surprise, therefore, that without ways to manage uncertainty,
those involved can fail to reach agreement, or find themselves quickly and unexpectedly renegotiating the original agreement. In this issue of Negotiation Insights we look at...
Influencing timelines: The brave new world of regulators
When rapid technological changes combine with entrepreneurship, and a generation that challenges conventions, regulators can find themselves under intense
pressure to implement quick solutions to new situations. In this issue of Negotiation Insights we look at ways to influence and control the negotiation timeline.
The ability to make informed decisions when...
Hostage negotiations: A frontline perspective
Imagine confronting a crisis negotiation the outcome of which may put lives at risk or save lives, particularly if you are included.
Fortunately when it comes to law enforcement we live in a world where certain individuals have the skills and are prepared to take personal risks to save
Finding common ground: US Firearm reforms
Finding the common ground needed to build rapport and break an impasse is a challenge all negotiators confront, none more so than in the topical example of the ongoing firearm reform debate in the US. In this issue of Negotiation Insights we seek not to judge whose values and beliefs have...
Timing concessions: Bangladesh factory tragedy
Whether it involves negotiating a treaty, resolving a contract dispute with a supplier, or responding to a disaster, the conventional practice is to offer
a conditional concession when a deadlock occurs. In this issue of Negotiation Insights we look at the circumstances that encourage the early granting of one-sided concessions....
Collaborating to create value: Power to the people
Too often people rely on positional power and short-term transactional behaviours to reach their outcomes. To create value and nurture
cooperation, these need to be substituted with long term thinking with the relationships interests in mind, particularly when there are differing geographical
locations, cultures, educations, ages and views on how...