BSL 4160, Negotiation/Conflict Resolution 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
2. Explain the differences between two-party and multi-party negotiations.
2.1 Describe two-party, coalitions, and multi-party negotiations, including real-world examples.
2.2 Identify the role “groupthink” played in the Challenger and how it could have been prevented.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit VII Essay
2.2
Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit VII Essay
Reading Assignment
Chapter 11: Agents, Constituencies, Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit Lesson
The unit lessons for this course are presented through interactive presentations. To view the presentation,
click on the below link. Once you are finished reading the slide, click on the “next” button on the bottom right
of the slide. To go to a previous slide, click “back.” Some slides contain interactive elements that open
additional boxes when you roll your mouse over an element on the slide. These elements are indicated
throughout the presentation.
Click here to access the Unit VII Lesson.
UNIT VII STUDY GUIDE
Multi-Party Negotiation
https://online.columbiasouthern.edu/bbcswebdav/xid-70629743_1
BSL 4160, Negotiation/Conflict Resolution 2
UNIT x STUDY GUIDE
Title
Suggested Reading
If you would like additional information regarding the textbook readings, consider reviewing the Chapter
Presentations below:
Click here to access the Chapter 11 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 11 Presentation.
Click here to access the Chapter 12 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 12 Presentation.
Click here to access the Chapter 13 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 13 Presentation.
In order to access the following resources, click the links below.
If you would like to learn more information about behavioral tendencies and the concepts discussed in this
unit, consider reading the article below.
Dee, J. (1996). Ireland on the brink. Canadian Dimension, 30(4), 33+. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=9607292545&site=ehost-live&scope=site
In the unit lesson, the Space Shuttle Challenger was introduced, and you will continue with that example in
the Unit VII Essay. If you are interested in .
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Agreement and After".
BSL 4160, Negotiation/Conflict Resolution 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
2. Explain the differences between two-party and multi-party negotiations.
2.1 Describe two-party, coalitions, and multi-party negotiations, including real-world examples.
2.2 Identify the role “groupthink” played in the Challenger and how it could have been prevented.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit VII Essay
2.2
Unit Lesson
Chapter 11: Agents, Constituencies, and Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit VII Essay
Reading Assignment
Chapter 11: Agents, Constituencies, Audiences, pp. 347-348, 363-381
Chapter 12: Coalitions, pp. 383-397
Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
Unit Lesson
The unit lessons for this course are presented through interactive presentations. To view the presentation,
click on the below link. Once you are finished reading the slide, click on the “next” button on the bottom right
of the slide. To go to a previous slide, click “back.” Some slides contain interactive elements that open
additional boxes when you roll your mouse over an element on the slide. These elements are indicated
throughout the presentation.
Click here to access the Unit VII Lesson.
UNIT VII STUDY GUIDE
Multi-Party Negotiation
https://online.columbiasouthern.edu/bbcswebdav/xid-70629743_1
BSL 4160, Negotiation/Conflict Resolution 2
UNIT x STUDY GUIDE
Title
Suggested Reading
If you would like additional information regarding the textbook readings, consider reviewing the Chapter
Presentations below:
Click here to access the Chapter 11 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 11 Presentation.
Click here to access the Chapter 12 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 12 Presentation.
Click here to access the Chapter 13 PowerPoint Presentation.
Click here to access the PDF version of the Chapter 13 Presentation.
In order to access the following resources, click the links below.
If you would like to learn more information about behavioral tendencies and the concepts discussed in this
unit, consider reading the article below.
Dee, J. (1996). Ireland on the brink. Canadian Dimension, 30(4), 33+. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=9607292545&site=ehost-live&scope=site
In the unit lesson, the Space Shuttle Challenger was introduced, and you will continue with that example in
the Unit VII Essay. If you are interested in .
As a professional, your ability to influence and negotiate both corporately and externally is critical to your business success. These skills are natural to some and more difficult for others. But like many soft skills, influence and negotiation takes time to master and requires continuous learning, implementation, and refinement by anyone who has customers.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Agreement and After".
Creating effective alliances for improved success - RICS ArticleDonnie MacNicol
To meet client requirements and reduce risk, some form of alliance is becoming obligatory on many contracts,
says Donnie MacNicol, so greater focus is required on getting it right first time
Unlock the potential for financial freedom and success with our network marketing presentation. Join us to discover cutting-edge strategies, proven methods, and innovative approaches to build a thriving network marketing business. Learn how to leverage powerful tools, cultivate meaningful relationships, and create a lucrative income stream. Embrace this opportunity to revolutionize your life and embark on a journey towards unparalleled success in the dynamic world of network marketing
Communicating ValueSlide 1Title Communicating Value Case StudyLynellBull52
Communicating Value
Slide 1Title: Communicating Value Case Study
Slide 2Title: Objectives
Empathize and practicecollaboration techniques through a scenario-based case study on strategic marketing planning -- including determining need, SWOT analysis and segmentation activities.Slide 3Title: Two-Scenario Challenge
Voice Over: In this two-scenario challenge, you will first play the role of a marketing manager at Lenovo Corporation in creating a marketing strategy to increase its share in the laptop market.
Then, you will play the role of a strategic marketing executive presenting to the research and development teams at Lenovo. You will use empathy and collaboration to communicate the essentials for the next laptop products which will compete in the 18-25-year-old target market.
On screen:
This two-scenario challenge will enable you to:
· Understand the role of a marketing manager at Lenovo Corporation who is tasked with creating a marketing strategy to increase the company’s share in the laptop market.
· Explore the role of a strategic marketing executive presenting to the research and development teams at Lenovo.
· Practice empathy and collaboration to communicate the essentials for the next laptop products that will compete in the 18-to-25-year-old target market.Slide 4Title: The Marketing Strategy
Lenovo Corporation sells laptop computers. At this time, your major competitors in the laptop market are Apple and Microsoft computers. Lenovo's wishes to further penetrate the consumer laptop market and the 18- to 25-year-old demographic.
You have been hired as a marketing manager at Lenovo Corporation and need to come up with a market strategy to increase Lenovo's market share in the consumer laptop market for the 18 to 25-year-old demographic. Slide 5Title: The Lenovo Landscape
What hurdles (external, internal) would Lenovo potentially face as it attempts to penetrate this demographic?
[Response]Slide 6Title: The Lenovo Landscape
Feedback
Potential internal factors include R&D, supply chain, and newer technology channels to reach the target market. Potential external factors are major competition, such as Apple and Microsoft.
Slide 7Title: How Consumers Make Decisions
Decisions are controlled by internal and external factors. Internal factors can be demographics such as age, education, income, etc. External factors include technology, and political and economic forces.
Slide 8Title: Your Approach – Consumer Needs
How will you begin to identify the needs of the 18-25-year-old customers in the laptop market? List 2-3 activities you might engage in to begin to identify your consumers’ needs.
Answer field
Slide 9Title: Your Approach – Consumer Needs
Feedback
Potential activities include:
· Research your target market with existing market research. You can also conduct your own market research.
· Analyze and monitor social media - both your competitors’ and your own.
· Invite target customers to give input on existing and new ...
Chapter14ProposalsGoals· Define proposals and determine th.docxchristinemaritza
Chapter14
Proposals
Goals
· Define proposals and determine their purpose
· Plan to write proposals
· Compose informal proposals
· Compose formal proposals
Terms
· appendix, p. 342
· executive summary, p. 330
· letter of transmittal, p. 342
· limitations, p. 335
· memo of transmittal, p. 342
· pagination, p. 343
· prefatory material, p. 345
· proposal, p. 329
· RFP, p. 331
· scope, p. 335
· solicited proposal, p. 330
· unsolicited proposal, p. 331
WRITE TO LEARN
Think of a time when you had a successful sales experience. Perhaps you persuaded a person or a group to buy a product or service or to agree to an idea such as a fund-raiser or a community or family project. In a journal entry, write a narrative about that experience. Include ways in which you prepared to make the sale as well as a description of your audience.
Focus on Proposals
Read the sample proposal on the next page and answer these questions:
· Who might the head custodian have consulted about the proposed solution?
· What are some alternative solutions the group may have considered?
· Do you agree with the recommendation to hire a new custodian? Why or why not?
· What would you include in a list of the positive and negative supporting ideas for one alternative solution that you choose?
What If?
· Most of the events requiring special setup were scheduled in the summer when school was not in session?
· The school had a hiring freeze?
· The current custodians’ hours and wages had been reduced because of budget problems?
Sample Proposal
[email protected]
Courtesy of Meredith Beattie
Meredith Beattie is co-founder of The BEL Group, a company that works toward capacity building in the government and nonprofit sectors. She writes grant proposals for workforce development, public safety infrastructure, and K-12 educational and cultural programs.
“Competitive proposal development requires time up front to carefully consider the long-term effects of having a proposal accepted,” says Meredith. “The difficulty is that an organization’s staff may have little time to meet with you and want you to ‘just write it.’ This can lead to a proposal that wins the grant, but is not feasible for the organization to implement. Getting organizations to spend planning time with you translates into a better working team and a realistic proposal.”
The writing process is a complex endeavor that requires methodical attention to detail. “A proposal has many moving parts, so the absolute first thing one should do when beginning to write is to read, tear apart, and ‘become one’ with the entire proposal structure,” advises Meredith. “The sections of a proposal are interrelated. If you do not have a thorough grasp of the complete picture, you can create a proposal that is full of contradictions.”
In Meredith’s experience, collaboration with the organization’s stakeholders is key to a realistic proposal. “Reaching agreement on the overall goal, the resources available to meet the goal, and the benchmarks the org ...
Roadmap to Selling a Business or Taking on Outside InvestorsFinancial Poise
Part of the webinar series: BUSINESS ADVICE - FROM STARTUP TO SALE 2021
A Startup is the Founders’ baby - they dream it, created it and worked tirelessly to make it successful. Deciding it may be time to sell all or part is the easy part - acknowledging and addressing the financial and emotional issues can be challenging.
Negotiating with potential buyers or investors is time intensive, to say the least. Positioning a business for a value maximizing transaction requires planning. What professionals need to be engaged? How do the parties come to a valuation? What is the profile of the likely investor or buyer? These are just some of the questions this webinar addresses.
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
MRS PUNE 2024 - WINNER AMRUTHAA UTTAM JAGDHANEDK PAGEANT
Amruthaa Uttam Jagdhane, a stunning woman from Pune, has won the esteemed title of Mrs. India 2024, which is given out by the Dk Exhibition. Her journey to this prestigious accomplishment is a confirmation of her faithful assurance, extraordinary gifts, and profound commitment to enabling women.
Creating effective alliances for improved success - RICS ArticleDonnie MacNicol
To meet client requirements and reduce risk, some form of alliance is becoming obligatory on many contracts,
says Donnie MacNicol, so greater focus is required on getting it right first time
Unlock the potential for financial freedom and success with our network marketing presentation. Join us to discover cutting-edge strategies, proven methods, and innovative approaches to build a thriving network marketing business. Learn how to leverage powerful tools, cultivate meaningful relationships, and create a lucrative income stream. Embrace this opportunity to revolutionize your life and embark on a journey towards unparalleled success in the dynamic world of network marketing
Communicating ValueSlide 1Title Communicating Value Case StudyLynellBull52
Communicating Value
Slide 1Title: Communicating Value Case Study
Slide 2Title: Objectives
Empathize and practicecollaboration techniques through a scenario-based case study on strategic marketing planning -- including determining need, SWOT analysis and segmentation activities.Slide 3Title: Two-Scenario Challenge
Voice Over: In this two-scenario challenge, you will first play the role of a marketing manager at Lenovo Corporation in creating a marketing strategy to increase its share in the laptop market.
Then, you will play the role of a strategic marketing executive presenting to the research and development teams at Lenovo. You will use empathy and collaboration to communicate the essentials for the next laptop products which will compete in the 18-25-year-old target market.
On screen:
This two-scenario challenge will enable you to:
· Understand the role of a marketing manager at Lenovo Corporation who is tasked with creating a marketing strategy to increase the company’s share in the laptop market.
· Explore the role of a strategic marketing executive presenting to the research and development teams at Lenovo.
· Practice empathy and collaboration to communicate the essentials for the next laptop products that will compete in the 18-to-25-year-old target market.Slide 4Title: The Marketing Strategy
Lenovo Corporation sells laptop computers. At this time, your major competitors in the laptop market are Apple and Microsoft computers. Lenovo's wishes to further penetrate the consumer laptop market and the 18- to 25-year-old demographic.
You have been hired as a marketing manager at Lenovo Corporation and need to come up with a market strategy to increase Lenovo's market share in the consumer laptop market for the 18 to 25-year-old demographic. Slide 5Title: The Lenovo Landscape
What hurdles (external, internal) would Lenovo potentially face as it attempts to penetrate this demographic?
[Response]Slide 6Title: The Lenovo Landscape
Feedback
Potential internal factors include R&D, supply chain, and newer technology channels to reach the target market. Potential external factors are major competition, such as Apple and Microsoft.
Slide 7Title: How Consumers Make Decisions
Decisions are controlled by internal and external factors. Internal factors can be demographics such as age, education, income, etc. External factors include technology, and political and economic forces.
Slide 8Title: Your Approach – Consumer Needs
How will you begin to identify the needs of the 18-25-year-old customers in the laptop market? List 2-3 activities you might engage in to begin to identify your consumers’ needs.
Answer field
Slide 9Title: Your Approach – Consumer Needs
Feedback
Potential activities include:
· Research your target market with existing market research. You can also conduct your own market research.
· Analyze and monitor social media - both your competitors’ and your own.
· Invite target customers to give input on existing and new ...
Chapter14ProposalsGoals· Define proposals and determine th.docxchristinemaritza
Chapter14
Proposals
Goals
· Define proposals and determine their purpose
· Plan to write proposals
· Compose informal proposals
· Compose formal proposals
Terms
· appendix, p. 342
· executive summary, p. 330
· letter of transmittal, p. 342
· limitations, p. 335
· memo of transmittal, p. 342
· pagination, p. 343
· prefatory material, p. 345
· proposal, p. 329
· RFP, p. 331
· scope, p. 335
· solicited proposal, p. 330
· unsolicited proposal, p. 331
WRITE TO LEARN
Think of a time when you had a successful sales experience. Perhaps you persuaded a person or a group to buy a product or service or to agree to an idea such as a fund-raiser or a community or family project. In a journal entry, write a narrative about that experience. Include ways in which you prepared to make the sale as well as a description of your audience.
Focus on Proposals
Read the sample proposal on the next page and answer these questions:
· Who might the head custodian have consulted about the proposed solution?
· What are some alternative solutions the group may have considered?
· Do you agree with the recommendation to hire a new custodian? Why or why not?
· What would you include in a list of the positive and negative supporting ideas for one alternative solution that you choose?
What If?
· Most of the events requiring special setup were scheduled in the summer when school was not in session?
· The school had a hiring freeze?
· The current custodians’ hours and wages had been reduced because of budget problems?
Sample Proposal
[email protected]
Courtesy of Meredith Beattie
Meredith Beattie is co-founder of The BEL Group, a company that works toward capacity building in the government and nonprofit sectors. She writes grant proposals for workforce development, public safety infrastructure, and K-12 educational and cultural programs.
“Competitive proposal development requires time up front to carefully consider the long-term effects of having a proposal accepted,” says Meredith. “The difficulty is that an organization’s staff may have little time to meet with you and want you to ‘just write it.’ This can lead to a proposal that wins the grant, but is not feasible for the organization to implement. Getting organizations to spend planning time with you translates into a better working team and a realistic proposal.”
The writing process is a complex endeavor that requires methodical attention to detail. “A proposal has many moving parts, so the absolute first thing one should do when beginning to write is to read, tear apart, and ‘become one’ with the entire proposal structure,” advises Meredith. “The sections of a proposal are interrelated. If you do not have a thorough grasp of the complete picture, you can create a proposal that is full of contradictions.”
In Meredith’s experience, collaboration with the organization’s stakeholders is key to a realistic proposal. “Reaching agreement on the overall goal, the resources available to meet the goal, and the benchmarks the org ...
Roadmap to Selling a Business or Taking on Outside InvestorsFinancial Poise
Part of the webinar series: BUSINESS ADVICE - FROM STARTUP TO SALE 2021
A Startup is the Founders’ baby - they dream it, created it and worked tirelessly to make it successful. Deciding it may be time to sell all or part is the easy part - acknowledging and addressing the financial and emotional issues can be challenging.
Negotiating with potential buyers or investors is time intensive, to say the least. Positioning a business for a value maximizing transaction requires planning. What professionals need to be engaged? How do the parties come to a valuation? What is the profile of the likely investor or buyer? These are just some of the questions this webinar addresses.
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
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MRS PUNE 2024 - WINNER AMRUTHAA UTTAM JAGDHANEDK PAGEANT
Amruthaa Uttam Jagdhane, a stunning woman from Pune, has won the esteemed title of Mrs. India 2024, which is given out by the Dk Exhibition. Her journey to this prestigious accomplishment is a confirmation of her faithful assurance, extraordinary gifts, and profound commitment to enabling women.
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Johnny Depp Long Hair: A Signature Look Through the Yearsgreendigital
Johnny Depp, synonymous with eclectic roles and unparalleled acting prowess. has also been a significant figure in fashion and style. Johnny Depp long hair is a distinctive trademark among the various elements that define his unique persona. This article delves into the evolution, impact. and cultural significance of Johnny Depp long hair. exploring how it has contributed to his iconic status.
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Introduction
Johnny Depp is an actor known for his chameleon-like ability to transform into a wide range of characters. from the eccentric Captain Jack Sparrow in "Pirates of the Caribbean" to the introspective Edward Scissorhands. His long hair is one constant throughout his evolving roles and public appearances. Johnny Depp long hair is not a style choice but a significant aspect of his identity. contributing to his allure and mystique. This article explores the journey and significance of Johnny Depp long hair. highlighting how it has become integral to his brand.
The Early Years: A Budding Star with Signature Locks
1980s: The Rise of a Young Heartthrob
Johnny Depp's journey in Hollywood began in the 1980s. with his breakout role in the television series "21 Jump Street." During this time, his hair was short, but it was already clear that Depp had a penchant for unique and edgy styles. By the decade's end, Depp started experimenting with longer hair. setting the stage for a lifelong signature.
1990s: From Heartthrob to Icon
The 1990s were transformative for Johnny Depp his career and personal style. Films like "Edward Scissorhands" (1990) and "Benny & Joon" (1993) saw Depp sporting various hair lengths and styles. But, his long, unkempt hair in "What's Eating Gilbert Grape" (1993) began to draw significant attention. This period marked the beginning of Johnny Depp long hair. which became a defining feature of his image.
The Iconic Roles: Hair as a Character Element
Edward Scissorhands (1990)
In "Edward Scissorhands," Johnny Depp's character had a wild and mane that complemented his ethereal and misunderstood persona. This role showcased how long hair Johnny Depp could enhance a character's depth and mystery.
Captain Jack Sparrow: The Pirate with Flowing Locks
One of Johnny Depp's iconic roles is Captain Jack Sparrow from the "Pirates of the Caribbean" series. Sparrow's long, dreadlocked hair symbolised his rebellious and unpredictable nature. The character's look, complete with beads and trinkets woven into his hair. was a collaboration between Depp and the film's costume designers. This style became iconic and influenced fashion trends and Halloween costumes worldwide.
Other Memorable Characters
Depp's long hair has also been featured in other roles, such as Ichabod Crane in "Sleepy Hollow" (1999). and Roux in "Chocolat" (2000). In these films, his hair added a layer of authenticity and depth to his characters. proving that Johnny Depp with long hair is more than a style—it's a storytelling tool.
Off-Screen Influenc
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The Fascinating World of Bats: Unveiling the Secrets of the Nightthomasard1122
The Fascinating World of Bats: Unveiling the Secrets of the Night
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1. Learning resources to support the facilitation of enterprise and
entrepreneurship education at Key Stage 4 and above
ENTREPRENEURSHI
P
Skills and Behaviours
2. Introduction
The individuals most likely to succeed are the ones best able to manage the many relationships they experience, whether
with colleagues, customers or friends.
Interacting well with people is a major asset requiring a whole range of skills that can be developed by your learners. It’s not
dependent on natural instincts or an outgoing nature.
The success of establishing good relationships is all about understanding yourself and how you relate to others. It’s also
about reaching a satisfactory conclusion for everybody through collaboration and compromise.
Relationships with other people are often very instinctive but there are practical steps you can take to ensure you develop
effective relationships. These activities encourage learners to use their interpersonal skills, effectively sharing information
with others by using their listening, negotiating and persuasion skills.
It’s about providing opportunities and activities for your learners to deal with difficult situations and communicating their
creative ideas to others.
Learning to build better relationships with everyone you will deal with is a vital investment in your personal success.
12. Relationships
There are very few jobs around these days in which you don’t need to get on with people
3. Lesson Plan
Entrepreneurship
Characteristics:
• Managing Difficult
Situations
• Negotiation and
Persuasion Influence
• Decision Making
Curriculum Links
• WBQ
• EES
Provided Resources:
• PowerPoint
• Newspaper Article
• Scenario Cards
• Secret Point Cards
• Handout on Negotiation
and Bargaining
Other Resources:
• Flip chart / whiteboard
Learning Outcome:
Learners will be able to
select, use and evaluate
negotiation skills required
to manage difficult
situations.
12. Negotiation, persuasion and influence
Objective:
To enable learners to consider how to manage difficult situations and evaluate persuasion and
negotiation skills.
Introduction:
This session aims to develop learners’ negotiation skills using a financial crisis scenario set in a
football club. Learners will need to recognise in problem solving, there are stakeholders with
different interests and points of view. Successful outcomes may require negotiation skills.
Activity:
1. Introduce the terms bargaining and negotiation using the PowerPoint slides and handouts.
2. Next, use the Newspaper Article to introduce the scenario.
3. Allocate learners into groups representing different stakeholders and using the Scenario
Cards, learners familiarise themselves with their roles.
4. Explain how to apply a sequence of negotiation to address the scenario ie, by following the
Understanding Negotiation Guide:
• Stage 1: Preparation; learners should research and prepare a proposal for the clubs future.
• Stage 2: Presentation; learners should present an evidenced and well argued proposal.
Groups to consider all proposals. Use Secret Point Cards to develop scenario further.
• Stage 3: Bargaining; learners to re-evaluate the information available then in their groups use
bargaining skills to persuade the other groups to agree with their proposals.
• Stage 4: Closing Phase; the class reach a solution, for example by voting.
Plenary: Learners evaluate the groups’ negotiation skills and reflect on why the different groups were
successful or unsuccessful, identify what might have / should have been done differently. The whole
cohort to consider which skill in negotiation they consider to be the most important.
Extension Activity: Learners to construct and present a TV, radio, newspaper news script, or video
report from the stakeholder viewpoint including the process and outcome of the negotiations.
5. Handout
12. Negotiation, persuasion and influence
Understanding negotiation and bargaining
The key ideas in bargaining are:
Bargaining is used to
deal with opposing
points of view.
Opposing points of view
will have minimum and
maximum positions e.g
In a rate of pay bargaining
process employers will
have a maximum they are
willing to pay and workers
will have a minimum they
will work for.
An agreement on a rate
anywhere between the
extreme positions
means both sides are
better off than they
would be by not
agreeing.
Both sides therefore
have a common interest
in striking a deal. I.e. it is
worthwhile agreeing
otherwise everyone
loses.
Differences will be on
identifying and agreeing
an exact position
between the extreme
positions.
Agreement will depend on who has the strongest
bargaining power and/or who uses their bargaining
power to the greatest advantage e.g.
• What can each side offer as a ‘bargaining’ incentive?
(I’d do this ,if you do that!)
• Who has most to lose by the discussions breaking
down?
• How much time does each side have to bargain?
The agreement is seen
as successful by both
sides. A ‘win win’
situation has been
reached.
6. Handout
You are on the Board of Directors
The Board of Directors is divided between die-hard fans and the major shareholder. The major shareholder also owns a
property development company who will build houses on the existing Dynamo grounds, which should prove a highly
profitable venture for her, and not the club. Additionally it will still be a costly venture to not only buy but locate a suitable
ground in England. The die hard fans are determined that the club is not sold off or moved 50 miles across the border to
England because Dynamo will lose its Welsh identity and will make travelling to games very expensive.
12. Negotiation, persuasion and influence
Understanding negotiation and bargaining
SCENARIO CARD A
Your next steps:
Discuss within your group the merits of the major shareholder’s offer to sell up, re-develop the site and re-locate the club.
Consider the loyalty of the club’s fans and their desire to keep the club and make it a success where it is.
7. Handout
You are the players and other staff
Your group is dominated by the players, some of whom are still on high wages, having negotiated long contracts 3 years
ago, which are not due to expire in the near future.
Others are more recent recruits on lower wages and shorter contracts, but reaching the end of their careers.
As other staff, you are on low wages and have been with the club for many years but will find it difficult to find new jobs if
the club closes.
12. Negotiation, persuasion and influence
Understanding negotiation and bargaining
SCENARIO CARD B
Your next steps:
Consider how each of you will be affected. Who (if anyone) will benefit from the club moving 50 miles away? Will you still
be able to work for the club if it moves? Discuss the consequences of possible job losses e.g. What will the effect be on
your families? Think about what arguments you can put forward to the other groups, and how you can protect your jobs.
8. Handout
You are dedicated fans and the local community
Your group is split into two areas – dedicated fans and representatives from the local community.
As dedicated fans, you feel you have a right to defend the fate of your club and don’t want to see it moved 50 miles away,
making it expensive and difficult to get to.
As local community representatives, such as shop owners and parents, you are more concerned about the impact it will
have on the local community. The children in your area have been using the football grounds for football training and other
outdoor sports for years. You’re worried that there will be no provision for replacing this and children will have no safe or
suitable place to play, and will turn to hanging out on the streets, near to the shops
12. Negotiation, persuasion and influence
Understanding negotiation and bargaining
SCENARIO CARD C
Your next steps:
Weigh up the pros and cons of the club moving away and the possibility of a new housing development. Consider the
effects on the community e.g. how will fans visit the new grounds? Will there be extra provision for a children’s sports
centre in the local community? Will the local shops suffer from the club closing? Could a new housing development make
the area a more desirable place to live, increasing the value of existing homes in the local community?
10. Handout
12. Negotiation, persuasion and influence
Understanding negotiation and bargaining
SECRET POINTS CARDS
The Board of Directors:
The majority shareholder cannot
sell the ground unless she can win
a majority vote. This was a factor
written into the terms and
conditions of the club’s legal
status and cannot be changed.
The majority shareholder therefore
requires more stakeholders to
support her decision than those
opposed to it and cannot simply
go ahead with the proposal if there
is not a majority vote in support of
the proposal.
The players and other staff:
The 6 players on long term
contracts, which had been
arranged at least 3 years ago,
have a condition within their
contracts that they can only be
sacked with a huge payout from
the club. The 5 players who have
been with the club less than 3
years are on less favourable
contracts which state that there
will be no payout.
Fans and the local community:
One of the members of your group
is the Local Planning Officer who
has a large amount of influence
within the local council and
community to stop the club
building houses on the land.
11. Powerpoints
Understanding negotiation
Whether it’s with your boss, your friends or your family, we all negotiate for things each day, like more money, what to do at
the weekend or settling arguments with other members of your family.
Basic negotiation skills, techniques and strategies can be described in four stages. Study these stages to help you handle
negotiation situations more effectively.
The Four Stages of Negotiation
• Stage 1 - Preparation
• Stage 2 - Presentation
• Stage 3 - Bargaining
• Stage 4 – Closing Phase
Please see handout for further information
12. Negotiation, persuasion and influence
What is negotiation?
12. Powerpoints
Bargaining in more detail
• Bargaining is the process of reaching an agreement made between people as to what each will do for the other e.g. you
can bargain for an item you wish to buy, by offering a reduced price to the one being asked.
• Shop keepers can bargain too; by giving the customer something extra as an incentive to buy.
Understanding the bargaining process will help you handle bargaining situations more effectively.
12. Negotiation, persuasion and influence
What is negotiation?