Day One
08:40
Pick put from Canterbury West train station participants arriving on the 07:40 high speed train from St. Pancras station, London
09:00 - 09:30 Welcome and breakfast buffet
“The Corporate Diplomacy
09:30 - 10:00 Session One: What is Corporate Diplomacy?
course is a convincing,
The more they get to the top, the more senior executives engage in the private sector equivalent of international diplomacy. Skilled
insightful, valuable and hugely
top managers employ the tools of diplomacy to advance their objectives through interactions with the leaders of other corporations,
governments, analysts, the media and interest groups. This overview will describe some of the tools and techniques necessary to conduct
enjoyable experience. I strongly
effective corporate diplomacy on a bilateral and multilateral basis and when looked through the lens of negotiation analysis over the next
three days, will bring into focus how a business strategy is in fact a management’s approach to creating and claiming value in a network of
recommend it.”
internal and external relationships.
Brig. General (Retired) John Deverell, CBE
Executive Vice President of Global Security
Invensys plc
10:30 - 13:00 Session Two: Negotiation Skills
“The techniques that Samuel Passow
Negotiation Skills - How to Change the Game in your Favour - Part I
teaches at the Negotiation Lab are
This session will explain the theoretical framework for successful commercial negotiation by highlighting the differences between
wide-ranging and applicable to a
include:
traditional positional bargaining and principled negotiation developed by the Harvard Program on Negotiation. Key learning points
broad range of personal, political,
• Learn how to create added value to strengthen your negotiation position rather than just accept what is on offer.
and business situations. However,
• Learn how to recognize and understand your own personality traits and tactics as a negotiator and those of your opponent.
I would specifically recommend
• Learn how to manage the inherent tensions of a negotiation.
these courses to anyone planning
• Learn how to map out the negotiation process.
to negotiate in a commercial
Oil Pricing Exercise & debriefing: Learn to define what constitutes a “good outcome” in a negotiation over a vital commodity which drives
environment.”
our economy and the consequences that has in this simulation of trading oil futures. Is it “to win”?; to “beat the other side”?; to “avoid losing”
? or to “protect your reputation”?
Greg Jones
Operations Manager: Europe & Africa
Baker Hughes, Madrid
11:00 - 11:15 Coffee Break
Sally Soprano Exercise & debriefing: Learn to move from a limited positional point of view to an interest- based outcome in which both
parties can benefit in negotiating an employment contract between an Opera House and a Diva.
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“Mr. Passow is a well
regarded academic with
great experience in conflict
management.”
13:00 - 13:30 Lunch
13:30 - 15:30
Negotiation Skills - How to Change the Game in your Favour - Part II
Thomas-Kilmann Conflict Mode Exercise: Learn to recognize the different approaches to negotiation in this self-scoring test. Are you
competitive, collaborative, an accommodator, an avoider or do you favour compromising? Gain an understanding of the strengths &
weaknesses of negotiation tactics.
Dr. Klaus Schwab
Luna Pen Exercise & debriefing: Learn to identify these same five temperaments in other negotiators at the bargaining table and calculate
Founder and Executive Chairman,
your negotiating strategy accordingly in this simulation of a dispute between a woman representing a German manufacturing company
World Economic Forum
and an Asian man whose company is their distributor in Taiwan.
15:15 - 15:30
Coffee Break
15:30 - 17:00 Session Three: Internal Negotiations
We start off by viewing the video: Negotiating Corporate Change by Professor James K. Sebenius of Harvard Business School and coauthor of “The Manager as Negotiator” .
Much of every manager’s job is spent negotiating with other managers throughout an organization, but rarely are these interactions
thought of or taught as negotiation. Using a dramatization of a real negotiation, this program examines the manager’s job as negotiator.
The dramatized negotiation involves interaction between a manager responsible for the installation and implementation of a new data
base system and three other managers whose help the project manager needs, but over whom he has no formal authority. The 30-minute
video presents through the dramatization, a broad scheme for thinking about and approaching internal negotiations, and covers concepts
of issues, positions, and interests. It will be followed by an hour classroom conversation debriefing the lessons learned and discussing how
this scenario relates to internal negotiation experiences you have had in your organization.
18:45
6
Dinner at Chef’s Table - ABode Hotel with the keynote speaker.
Day Two
09:00 - 10:30 Session Four: Mediation – Using the Good Office of a Neutral
When viewed from the perspective of being an assisted negotiation by a neutral third party, this session will explore the five stages
of mediation, the pros and cons of the process, the cost efficiencies and time effectiveness of using mediation to resolve both a
internal employment conflicts as well as an international commercial disputes.
“The role playing exercises
10:30 - 10:45
Coffee Break
were excellent, throwing
10:45 - 13:15 Session Five: Predicable Surprises: Developing a Negotiation Strategy Before and During a Crisis.
us into many and varying
Through the Harvard Business School case study “Sunk Costs: The Case of the Brent Spar” written by Samuel Passow and Professor
Michael D. Watkins, learn how the management of Royal Dutch Shell, Europe’s second largest company failed to understand how
public perception and public pressure can shape the corporate decision making process during a crisis. Learn to understand the
spectrum of dispute resolution, map out the inter-relationships of stakeholders to a dispute, define partners for necessary for a
coalition, and the necessary stages one must go through to reach consent of your coalition partners. This session will compare and
contrast lessons learned from the Brent Spar incident and the recent crisis confronting BP in the Deepwater Horizon Oil Platform
disaster in the Gulf of Mexico in 2010.
scenarios, which fully tested
our skills and capabilities. There
was never a dull moment in
the course.“
James Maberly
Chairman of the
Zimbabwe Agricultural Welfare Trust
13:15 -14:00
Lunch
14:00 -15:00
Session Six: Putting Principled Negotiation into Practice
Power Screen Exercise
Simulation of a negotiation between two-partners in a small software company called HackerStar Inc. Allan Hacker and Stanley Star
are engaged in a dispute over PowerScreen, a new product that Hacker developed against Star’s wishes. Hacker contends that he
developed PowerScreen on his own time, using the company equipment only outside of business hours for debugging, and that
he owns exclusive rights to the product. Star argues that, according to Hacker’s employment contract, he owes all of his creative
energy to the company and that PowerScreen therefore belongs to HackerStar, Inc.
1500 - 15:15
Coffee Break
15:15 - 1730 The Power Screen Exercise debrief:
The classroom discussion analysing the simulation outcomes is followed by The HackerStar Negotiation Video made by Harvard
Law School, which brings the simulation to life. In this video, two improvisational actors play the roles of Allen Hacker and Stanley
Star in an unrehearsed and unscripted performance in their separate advising sessions with their attorneys, and then to the final
negotiation with both clients and attorneys present. Harvard Law School Professor and Getting to YES co-author Roger Fisher acts
as Hacker’s attorney, while experienced Boston litigator Ann Berry acts as Star’s attorney.
Dinner at a restaurant in Canterbury
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Day Three
“Samuel Passow was my student
Session Seven: Multiparty & Multicultural Negotiations
09:00 -10:00 The Crocodile River Story - An exercise which demonstrates the importance of personal values and cultural differences in the context of a negotiation.
10:00 -11:30 The Mouse Exercise Pre-Negotiation Briefing Report (PNBR)
at Harvard. He is highly expert
Preparation is a key ingredient to a successful negotiation. Learn how to define your strategy as a negotiator with an analytical tool
and knowledgeable in the
developed by Professor Howard Raffia at the Harvard Business School and used at the John F. Kennedy School of Government at Harvard
University for the Northern Ireland talks. The template includes:
field of conflict management
and dispute resolution and has
worked with a wide range of
• History of the conflict
• Vision of the future with an agreement
• Trade-off analysis
• Defining the Parties
• Alternatives to a negotiated settlement
• Possible appealing agreements
• Internal political structures
countries and private companies
• Interest and values
if no agreement is reached
• Template for Mediated Negotiations
• Benefits to external parties
• Barriers to negotiation
• Objective standards of fairness
facing difficulties or sometimes
The Mouse Exercise is a multiparty and multicultural simulation of the negotiations surrounding the construction of
dangerous situations.”
EuroDisney outside of Paris. The role plays will involve the mayors of the four districts where the massive American theme park is located,
who will be negotiating amongst themselves and with the representatives of the French government, the Disney Corporation and comediators from the local Chamber of Commerce to see if they can form a coalition to resolve the disputes that have built-up between the
Baroness Shirley Williams
parties. Before the negotiation begins, the participants will be instructed on how to write a PNBR on their role in the negotiation.
Member of the House of Lords,
Former Leader of the Liberal Democrat Party in
the Upper House of Parliament,
Professor at the Harvard Kennedy School of
11:30 - 11:45 Coffee Break
11:45 - 15:45 The Mouse Exercise (including lunch).
Participants will negotiate for four hours, both formally and informally in a multicultural, six party dispute. At the end of the negotiation
Government
they will make a video record of the outcome of their deliberations at a press conference.
15:45 - 16:00 Coffee Break
16:00 -17:00 Debriefing
Participants will talk about their experience of the negotiation and how they did, or did not form coalitions, how they or their counterparts claimed or created value, whether they or their counterparts were assertive or empathic, whether the PNBR prepared them for the
negotiation, were they able to figure out their counterparts BATNA? They will also try to identify their own negotiation tactics in terms of
the Thomas-Kilman model.
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17:00 - 17:30 Wrap Up Session
17:45 Transfer to Canterbury West train station for participants departing on 18:25 high speed trains to St. Pancras station, London - arriving at 19:21