Matthias Schranner comments on:

It is the same procedure as every year: In the springtime, North Korea undertakes military maneuvers, the military demonstrates power, and old generals nod in satisfaction.

Karl-Theodor zu Guttenberg speaks about how to select a team, about the necessary strategies and the correct behavior during the deadlock. October 10/11 2013 - Zurich

What is your experience with emotions, such as rage or anger, during a negotiation? Did these emotions push you, did they make you an alert and proactive negotiator? Or did these emotions affect you negatively, leading you to make threats and break off the negotiation?

„Go fuck yourself,“ the Republican lead negotiator, John Boehner, growled at his Democratic negotiation partner, Harry Reid. After a tough negotiation about the 2013 U.S. budget, Boehner lost his nerve and reacted emotionally. The quote went around the world, and Boehner came out damaged from this negotiation process. He was blamed for not having a grip on his own people, forcing him into this tough negotiation with the Democrats.

The whole team at SNI wishes you and your loved ones a very merry christmas and a happy, healthy and prosperous new year!

Israel and Hamas agreed on a ceasefire. The ceasefire has been kept for 3 days and seems to be stable.

The negotiations failed, now there is war. This war does not come as a surprise, it is a logical consequence of the so-called “non agreement”. When one party at the negotiation table refuses an agreement, the consequences of the non-agreement shall take effect.

In the TV duels we could watch both candidates in a debate. A debate is not a negotiation. A debate is a discussion following certain rules. It serves mainly to prepare a vote.

Attacks or tactics? During the N-Conference 2012 Pros and cons were discussed for addressing the conflict. The outcome was, that attacks is the right strategy for beginning and ending a negotiation, while during negotiations you should tactics.

The majority of our programs take place abroad, especially in USA, Asia and further emerging markets. Our participants, who represent a deep variety of different cultures, are undoubtedly interested how cultural differences are influencing their challenging negotiation processes.

Elke Neujahr is one of the leading experts for corporate crises. Whether it is a chemical accident, a fraud scandal, or blackmail—in her 30 years of professional experience she coached CEOs and top managers in conflict resolution with the media and the individuals involved. Crises are often communicated too late or not at all. However, a reassured and authentic appearance at the right time leads to long-term reputational gain and credibility.

In their daily work, young leaders are responsible for multiple difficult negotiations with a large number of unpleasant negotiation partners. At the beginning of their career they are therefore expected to have great expertise, but must also be competent professional negotiators. Negotiating successfully means to fulfill the continually growing expectations from demanding superiors, important customers, powerful suppliers, and attentive colleagues.

Martin Limbeck is the German Hardselling-Expert. For over 20 years he inspires negotiating sales managers with practical-orientated strategies. In his speech he answers the question of how conflicts should be adressed in sales negotiations.

Dr. Michael Frege is considered one of the most experienced trustees in bankruptcy. Bankruptcy trustees enter difficult negotiations always with an information deficit and are forced to create order in a chaotic mess. Dr. Frege worked on one of the most difficult cases of the last years. He speaks about how the negotiation team was selected, prepared, and supported throughout the complex negotiation.

Professor Kohlrieser negotiated in more than 100 kidnappings and hostage-takings. He is consultant to a number of governments, expert for CNN and the BBC, bestselling author, professor at the IMD, and a renowned expert in his field. He talks about extreme negotiations, about “Putting the fish on the table”, and why you should never feel like a hostage

The negotiation about Greece enters the next round. Even before the new government was elected, the first demand came out: Two more years to implement the resolutions.

Michael Young prepared the negotiations on the end of apartheid in South Africa. He secretly organised a negotiation process involving meetings between the government and the ANC. He talks about whether you should address a conflict right away or to ignore it.

Today, another election for the German Lander Parliament took place. The chairmen of all parties stood in a row and all of them said the same thing. The others lost, their own party won. These are the politicians that govern us. Politicians that now talk about coalition negotiations and start committing the first negotiation errors in their television interviews.

Managers are usually rational negotiators. Reasonable, plausible in their arguments, and logical in their results. At a first glance, this seems to be an advantage.

For Barack Obama, it is “unacceptable” that Iran gain possession of nuclear weapons because that would be a challenge to Israel’s right to exist and it would promote international terrorism. Then he adds, “All options are on the table,” and “I do not have a policy of containment; I have a policy to prevent.”