Executive Training Programs

STUDY PLAN

This course is aimed at promoting participants’ knowledge and development of the so-called Negotiation Control Techniques, seeking a deeper understanding of a series of mechanisms present in the process that allow for more efficient management of negotiation situations. We are already positioning ourselves in a field where our professionalization is advancing. It is about controlling the process. A control of an ethical nature, but with clear professional traits in the pursuit of our final objectives.

Throughout the course, we will work on analyzing six fundamental aspects within the negotiation process: active listening, emotional management techniques, the management of first impressions and the effective exercise of empathy, time management, the use of dialectical tools, and the analysis of the negotiation style of our counterpart.

The central elements are developed to achieve a smoother and more rational management of the negotiation process, gaining greater control over it, avoiding most of the common mistakes that lead to undesired results in negotiation. In return, the general idea is to increase the effectiveness and control of the negotiator within the process.

In short, the expected results are: a greater understanding of the “key mechanisms” of the negotiation process, for their effective use, providing the participant with a set of practical resources for immediate application in their ongoing negotiation processes.

Work Plan | Focus of Each Class

Through six classes, the program explores in-depth, in each of them, the tools considered fundamental to begin a transformation in the way we usually negotiate. A process of deepening some of the mentioned tools, which are considered essential for the effective control of negotiation episodes, will be developed.

The work structure is based on the analysis of one tool per class.

The first one is the development of Active Listening. As is well known, the development of active listening is an extremely important skill.

The second tool is managing First Impressions and Empathy. The first impression effect is a relatively unknown and less promoted issue in terms of its understanding, but it is very important when we see its effects projected in human relationships and considerations. Empathy is a top-tier tool not only for human interaction but also a powerful tool to be used in negotiation processes. As such, it must be studied, analyzed, and practiced.

The third is the management of Dialectical Tools. The basis of all negotiation and human interaction is grounded in communication. But it is not common or habitual communication; it is communication intended to obtain certain responses and guide the dialogue to achieve the desired results. The management of dialectical tools, including argumentative lines and how to dismantle fallacious and unproductive arguments, will also be worked on. The use of questions as a negotiation control resource will also be addressed.

The fourth focuses on managing Emotional Tools. Emotions are not only the driving force behind human behavior, but they also play a key role in conflict processes and negotiation episodes. Their knowledge and proper management provide those who can recognize and control them with an invaluable advantage in various negotiation episodes.

The fifth refers to the use of time in negotiation. One of the most important elements in negotiation processes is the use of time. Every negotiation has a “rhythm,” from which we can identify modifications or alterations that help explain certain events within those processes. Additionally, the work we do with time and its management is a highly important tool for developing a more precise control of negotiation processes.

The sixth and final one analyzes negotiation styles and the behavior of the negotiator. Here, we will develop important aspects of the general theory of negotiation styles. We will study aspects related to typologies of negotiators within each style and how to face and neutralize some of those styles that may be particularly complex. Finally, we will examine the so-called “difficult” negotiators, their characteristics, and how to handle them.

Class Plan

1. Tool I. Active Listening. Importance of communication in negotiation. Communication difficulties in the negotiation process. Importance and structure of active listening. Analysis of the other party’s position and interest in negotiation through the mechanism of active listening.
2. Tool II. First Impression and Empathy. Recognition of the other party in the negotiation process. The psychological mechanism of the “first impression.” Use and difficulties. Empathy: understanding the logic of the other party. Using empathy as an advantage mechanism in negotiation. Empathy as a mechanism for exploring the other party’s interest in the negotiation process.
3. Tool III. Dialectical Tools. The use of language in negotiation. Constructing arguments for persuasion. Types of arguments according to the goals pursued. Analyzing the other party’s argumentative line. Countering arguments. The use of silence. The use of questions as a control resource.
4. Tool IV. Emotional Tools. Importance of emotionality in negotiation. The traps of emotionality. Recognizing and managing the emotions of the other party. Emotionality and style: basic typology.
5. Tool V. Time Management in Negotiation. Time as a key element of negotiation control. The most common techniques of time usage. Proper time management within the process.
6. Tool VI. Negotiation Styles and the Negotiator’s Behavior. General theory of negotiation styles. Typologies of negotiators within each style. Ways to face and neutralize different styles. Analyzing one’s dominant personal style. “Difficult” negotiators, their characteristics, and how to manage them.

¿Who is it aimed at?

It is aimed at anyone who wishes to continue the path of professionalization in negotiation and, in general, anyone involved with management and negotiation functions and responsibilities within their work, professional environment, and the external environment.

Entrepreneurs, executives, professionals, technicians, and all personnel involved with management and negotiation functions and responsibilities in the international scope of the company or organization. Employer and union negotiators. Professionals whose area of activity requires training to develop in turbulent contexts of a political, economic, union, or social nature.

Additional Tools:

Each course is composed of specific tools that the participant will find applicable to their reality from the very beginning. We provide a series of in-depth resources (Ted Talks, articles, worksheets, and videos) for the participant to expand their resource base on each topic addressed in the classes.