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  • Motives

    You will negotiate successfully if you are well prepared mentally and content-wise. Analyze your negotiating partner in detail to understand the motives behind their demands.
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  • Power

    The perception of power is a subjective matter. A satisfactory long-term agreement is only possible between to equal parties so both sides need to take steps to equalize any imbalance in power.
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  • Crisis

    Crises are common in difficult negotiations. The important thing is that you prepare a detailed crisis plan, including a crisis team, before the negotiation. Sometimes you may find that it is beneficial to turn the crisis into a dead end on purpose, so you can reach an agreement after reopening negotiations.
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  • Compromise

    Reaching a compromise can be a legitimate objective in a negotiation. However, it rarely satisfies either side. In our experience, there is no win-win in difficult negotiations.
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  • Cognitive hhase

    Every negotiation consists of certain phases. The cognitive phase is the actual negotiation phase. It follows specific rules and as always, it is important to keep an eye on your stress levels.
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  • Irrational negotiating partner

    When faced with seemingly irrational partners, remember that this is a judgement based on your own subjective perception. Try to put the shoe on the other foot to discover what motivates your negotiating partner.
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  • Intuition

    Negotiating is not a matter of intuition. Difficult negotiations require strategy and tactic. Following your gut feeling in a difficult negotiation is very risky.
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  • Information

    Knowledge is power – gather as much information as possible about your negotiating partner before your negotiation starts. This information will provide the foundation for your strategy and tactics.
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Program 2019

Program 2019 EN

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