Our Vision

1

Negotiating Today: Understanding, Facilitating, and Developing Solutions

Negotiation today has become a key part of our lives. We negotiate to develop projects, to make decisions and to resolve conflicts. According to a study by Harvard University, our negotiations inside and outside of the business context make up 80% of our working time.

Additionally, the world is becoming more and more complex and forces us to seek more adhesion, agreement, and compromise. Today, knowing how to negotiate is not only a skill but also a necessity in order to understand, facilitate, and develop solutions.

Experts and academic doctrine speak of a true “Negotiation Revolution.” We negotiate now more than before and we negotiate in more complicated contexts than before. Negotiation is a key element in our lives and in our businesses.

2

Our Negotiation Strategy: Principled Negotiation

CEFNE promotes integrative negotiation, “Principled Negotiation,” developed by Professors Roger Fisher and William Ury of the Program on Negotiation from Harvard University.

Known as the “Harvard Model” of Negotiation, Principled Negotiation is a conceptual tool that allows us to analyze the components of negotiation in a concise and orderly manner. This model identifies seven elements that are always present in every negotiation. This model has its origins in the research conducted by Roger Fisher and William Ury in the late 1970’s as part of the “Harvard Negotiation Project.” The work that presents this theory is “Getting to Yes (1981), a reference in the world of negotiation, the world of management, and the world of business. In their research, Fisher and Ury attempted to answer the question of whether it is better to be a hard negotiator (competitive) or a soft (cooperative) negotiator. Harvard’s Negotiation Project proposed a third way: negotiation based on principles.

This negotiation strategy, based on respect for the interests of each party, permits reaching agreements that satisfy all of the actors involved, both within the business itself as with external stakeholders: clients, suppliers, administrators and interest groups.

The concept of integrative negotiation has been developed by various reference authors besides Roger Fisher and William Ury:

 

Howard Raiffa

Art and Science of Negotiation, 1982

 

David Lax et James Sebenius

The Manager as Negotiator, 1987

 

Lawrence Susskind

Breaking Roberts’ Rules, 2006

 

Robert Mnookin

Beyond Winning, 2000

 

Douglas Stone, Bruce Patton & Sheila Heen

Difficult Conversations, 1999

 

Jeswald Salacuse

Leading Leaders, 2005

 

Alain Lempereur

The First Move. A Negotiator’s Companion, 2010

3

Knowing How to Negotiate: A Skill that is Learned and Acquired

Any decision that requires the agreement of another to be made is the subject of negotiation. Failure to consider these situations as negotiations, and wanting to save this technique, exacerbates blockages and frustrations. On the other hand, when members of a team interact over long periods of time, the need to constantly adjust to decisions made to changing contexts requires renewing the art and science that is negotiation.

To be a good negotiator, one must develop the abilities of a cooperative leader: know how to listen, prepare, dialogue, anticipate, and prevent conflicts, facilitate synergies, develop relationships and make decisions.

The abilities of the good negotiator are not innate, as is commonly believed, but are acquired with time, practice, experience, and training.

Thanks to CEFNE’s global vision of negotiation, we can integrate all of the technical, personal, and logistical aspects to move in three directions:

 

El saber

Para una mejor comprensión del proceso de negociación.

 

El saber-hacer

Para la práctica, el entrenamiento y la utilización de una metodología basada en técnicas y tácticas de negociaciónde base.

 

El saber-estar

Para identificar mejor sus reacciones en situaciones de negociación complejas.

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