Negotiation Training - Introduction
We offer One-half to five day programs customized to fit the industry and the specific needs of clients. Following the introduction is an outline of what can be expected with additional modules following.
- First Interstate Bank, Seattle , WA .
- Aerospace Industry Manufacturing
Seminars, Boeing Aerospace Company - Seattle First National Bank
- U.S. Bank
- Seattle Solid Waste Utility, City of Seattle
- Puget Sound Regional Council
- U.S. National Park Service
- U.S. Forest Service
- Pacific Coast Banking School
- Placer Dome Mining
- Seattle Management Association
- State of Washington Department of Revenue
- Visio Corporation
- Washington Dental Service
- Corbus
- Farm Credit Services
- Young Entrepreneurs Organization
- Wilder Construction
- Washington Department of Social and Health Services
- Washington Department of Ecology
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- Alberta Ministry of the Environment
- Alberta Environmental Network
- British Columbia Ministry of Regional and Economic Development
- British Columbia Ministry of Native Affairs
- British Columbia Ministry of Crown Lands
- British Columbia Ministry of Forests
- British Columbia Ministry of Municipal
Affairs - Canadian Council of Ministers
of Environment
- Fisheries and Oceans Canada
- Fletcher Challenge Canada
- National Round Table on the Economy and the Environment
- Royal Canadian Mounted Police
- Sto-lo First Nation
- Vancouver Police Department/Vancouver Police Union
- Whistler Centre for Business and the Arts
- Yukon Land Use Planning, Yukon Government
- Excel Partnership
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Our workshops feature an integrated approach to negotiation strategy and skills. It is based on two important realities: First, negotiation skills are central to the manager's ability to accomplish personal and organizational goals. A majority of his or her time may be spent preparing for and interacting in formal and informal negotiating situations. Second, the vast majority of our negotiations take place in ongoing relationships. Relationships are a manager's most precious asset and every negotiation will affect them – for better or worse. We look at negotiation skills and strategies within the context of these ongoing relationships.
The importance of setting and receiving support for goals and criteria for success is emphasized. Power is considered in the context of building influence to achieve goals by reducing or redirecting the resistance of the negotiating partner – rather than seeking to overpower them.
In recognition of the amount of time that is spent in negotiations we discuss strategies for more efficient negotiations. These are particularly important in internal negotiations, often occurring in teams or committees.
We recognize that some negotiators have difficulty reaching agreement and others find it difficult to know when and how not to reach agreement. We provide guideposts for when not to agree and provide strategies for disagreeing in a manner that protects relationships.
Finally, we consider implementation of agreements as an integral part of the negotiating process. Can the relationship between the parties actually support the agreement you have reached? Can withstand uncertainty and possible disagreements during the implementation process? Agreements that are not effectively implemented can have a corrosive effect on reputations and relationships.