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Negotiation, Mediation and Influence Strategies for Managers
Program Description :
This program focuses on the management strategies and skills called for in negotiation, mediation and influence situations at work. It will emphasize the development of effective negotiation, mediation and influence skills for the managerial and executive levels. Role plays and experiential exercises will be used for skill development.
1-2 Days based on client needs
Program Objectives :
• To demonstrate effective interpersonal influence skills that increase your ability to work effectively with people at different levels, from different parts of the organization, and from diverse backgrounds.
• To demonstrate ethical, accurate and effective communication skills through simulations.
Learning Objectives:
Plan a negotiation including determining your Best Alternative to a Negotiated Agreement (BATNA), your range of acceptable solutions and your process for planning and conducting the negotiation
• Demonstrate ability to set appropriate aspiration level for a negotiation
• Demonstrate ability to effectively use concessions
• Demonstrate effective use of Principled Negotiation tactics
• Demonstrate an ability to effectively mediate employee issues
Outline of Program Content:
Day 1/Session 1
1. The negotiation context
A. Recruiter/candidate exercise
B. The myth of the "fixed pie"
2. Challenges of limited resources
A. Mini van exercise
B. Determining your BATNA and bargaining range
3. Challenges of distributive (win-lose) bargaining
A. Truck purchase exercise
B. Planning the three phases of the negotiation: Informing, bargaining, and
closing
4. Challenges of integrative (win-win) bargaining Campustown State Hospital exercise
5. Ethical dilemmas in negotiation
A. Bullard Hoses exercise
B. Ethical guidelines
Day 2/Session 2
6. Mediation: Exploring common concerns and values
A. The Global Money Project Exercise
B. Direct vs. representative negotiations
7. Individual differences
A. Audio - Visual Studio exercise
B. Personality needs (e.g., affiliation, approval, power, etc)
8. Coalitions, multiple parties and teams
A. Harborco exercise
B. Team and coalition negotiations
About the Program Coordinator and Instructor:
Dr. Stewart L. Tubbs is the Darrell H. Cooper Professor of Leadership and is the former Dean of the College of Business at Eastern Michigan University.
He received his doctorate from the University of Kansas. His Masters and Bachelors degrees are from Bowling Green State University. He has completed postdoctoral study at Harvard Business School, Stanford Graduate School of Business and The Center for Creative Leadership in Greensboro, North Carolina.
He served as Associate Dean of the College of Business at Boise State University. He also served as Chair of the Management Department at Boise State University. Prior to that, he was a professor of organizational behavior at General Motors Institute. Before that, he served as Assistant Director of Community Leadership Development for the University of Kansas.
Dr. Tubbs has consulted for numerous corporations and has won five awards for his outstanding teaching. In 1994 he received the Outstanding Leadership Award in London, England from the Academy of Business Administration. He is also a member of the Distinguished Alumni Hall of Fame at Lakewood High School in Lakewood, Ohio.
Dr. Tubbs is the author of several best-selling books including:
A Systems Approach to Small Group Interaction (8 th ed.), New York: McGraw-Hill, 2004. Human Communication: Principles and Contexts (9 th ed.) (with Sylvia Moss), New York: McGraw-Hill. 2003. (Chinese edition published in 2004). Keys to Leadership: 101 Steps to Success . New York: McGraw-Hill, 2005.
He is the author of a monthly newspaper column entitled "Insights."
He has also published in or been quoted in Cosmopolitan , Industry Week , Management Review , The Journal of Leadership Studies , The Wall Street Journal , Personnel , Teams Magazine (in England), The Detroit Free Press , The Detroit News and numerous other publications.
He has served on several corporate Boards as well as on the boards of several not-for-profit organizations. He also served as the Chair of the Organizational Communication Division of the Academy of Management and is on the Editorial Board of The Journal of Leadership and Organizational Studies .