Negotiation Session (national or international) for experienced negotiators.


  • Learn that in a negotiation, culture can be an obstacle, a weapon, a fortress or a bridge, therefore find ways to bridge the cultural gap

  • Understand the "pareto frontier" - where an option cannot be made better for one party without making it worse for another

  • Negotiate as long as the chance of reaching an agreement is better than your best alternative

  • Understand that everybody speculates, interprets, and makes assumptions during negotiations

  • Gain the insight that you have to be soft on the people but hard on the problem

  • Manage your image - take a critical look and see yourself as others see you - no delusion, a clear understanding of your external projection. Close the gap between self-image and what others see

  • Understand that everybody perceives the world through a specific perception filter consisting of personality, values, experiences as well as moods/feelings - respect the reality of your discussion partner

  • Increase the understanding that people always react according to their perception and not to your intention

  • Learn essential international communication skills which will turn conflict into co-operation (Conflict occurs when the emphasis is on differences. Reducing differences turns conflict into co-operation - e.g. blending & redirecting)

  • Learn interpersonal and intercultural sensitivity - respect the reality of your discussion partner

  • Facilitate co-operation between different personality types, see through the lens of understanding what makes others tick (a magnifying glass on behaviours reveals the motives behind them)

  • Work effectively with resistance: increase the ability to sell your ideas to other people // Understand that diplomacy is the art of letting the other person have your way

  • Negotiation management: achieve a greater influx of ideas by increasing the number of behaviour patterns (e.g. yes-momentum, backtracking, mirroring, blending, redirecting, using visual impact)

  • Recognise that you cannot not communicate

  • Identify your "knowing-doing-gap"

When the negotiation is hanging on one thin string.