Negotiation and Conflict Resolution for Lawyers

SCHEDULE

No schedule at the moment

If you have three or more candidates or you would like to run this course as an in-house programme, please contact us.

COURSE AIMS

Negotiation is critical in our everyday interactions, whether this involves agreeing the fee we charge clients or the price we are charged by suppliers, whether it is the schedule to which work is to be undertaken or the approach we will take. Becoming a master of negotiation skills will enable us to achieve the best results for both ourselves and our firms in all such dealings. One of the first steps towards to becoming an effective negotiator is being able to identify and understand your own negotiation style. In the current economic climate, the successful negotiation of a business is critical. Many deals are lost through poor negotiation skills and no business can afford to make mistakes in any agreement.

This highly practical workshop will help lawyers and legal executives to develop sharp and intuitive negotiation skills. It is also important to recognise and understand that different cultural expectations and demands place limitations and restrictions on people. Therefore, this course looks at the multi-cultural implications. The trainer will aim to draw out best practice and to support and guide delegates in their aim to be more assertive.

WHAT WILL YOU GAIN FROM THIS COURSE?

  • Gain the knowledge and tools to conduct effective negotiations
  • Differentiate between confidence, assertiveness and aggression
  • What is meant by assertive behaviour?
  • Learn how to become confident in your own abilities and what you say
  • Learn the techniques of persuasion to get the results you need
  • Learn how to calm aggressive people down and ‘turn them around’
  • Learn how to ask for what you want without feeling uncomfortable
  • Understand the role of communication in negotiations
  • Become more confident when negotiating
  • Understand the needs of different negotiating styles.
  • Deal effectively with different behaviours during negotiations
  • Develop an effective plan and strategy for any negotiation
  • Know when and when not to negotiate

SAMPLE COURSE CONTENT

Below is an example of the course content. The content can be ‘tailored’ to meet the exact requirements of the client.

What is Negotiation?
  • Opinions about negotiation.
  • Essentials of negotiations
  • Effective negotiators
  • Negotiation models
  • Objectives
  • Strategies
  • Frameworks
  • Perceptions
  • Skills and qualities of a successful negotiator.
  • Developing your negotiating skills.
  • The phases of negotiation:
    • Exploration.
    • Bidding.
    • Bargaining.
    • Settling.
    • Confirming.
  • Selling and negotiating.
  • Typical variables in negotiation scenarios.
  • The importance of attitude in negotiation.
Common Mistakes in Negotiation
  • Not enough preparation.
  • Ignoring the ‘Give/Get’ principle.
  • Intimidating your opponent.
  • Losing patience.
  • Getting angry.
  • Talking rather than listening.
  • ‘Arguing’ instead of ‘influencing’.
  • Conflict.
    • Defining your objectives and your opponent’s objectives.
    • Selecting strategy
    • Implementing the most successful negotiation strategy to achieve a win-win result.
    • Gathering information:
        Preparation questions
        The company.
      The competition.
Planning your Negotiation (cont.)
  • Power, interests and positions
  • Selecting a strategy
  • Creating value
  • Preparation in a hurry
  • Agreeing to negotiate.
  • How to negotiate positively.
Steps in Negotiation
  • Building a rapport.
  • Identify goals and objectives.
  • Starting the process (assume seller and buyer).
  • Establish disagreement and conflict areas.
  • Working out a compromise.
  • Settle or agree.
Negotiating in teams
  • Roles
  • Unity
  • Charter
Negotiation with Different Types of People
  • Negotiating styles
  • Recognising your style
  • Identifying styles
  • Adapting styles
  • Identify your own behavioural style.
  • Identify the behavioural styles of your co-workers, clients, customers or suppliers, and how to adjust for better negotiations.
  • Identify your dominant negotiating style.
  • Influencing styles.
The Outcomes of Negotiation
  • ‘Win/Win’ situation (Mutual Gain).
  • ‘Win/Lose’ situation (Domination).
  • ‘Lose/Win’ situation (Submission).
  • ‘Lose/Lose’ situation.
  • Fifth outcome of negotiation.
Communication in Negotiations
  • Ask questions.
  • Listen to the answers.
  • Talk to the person.
  • Speak the same language.
  • Questions to avoid during negotiation.
  • Watch for signals.
  • Understand body language.
  • Eye accessing cues.
  • Exploit your environment.
  • Body language; words and tone of voice when negotiating and influencing.
  • Identifying the appropriate channel of the message when negotiating.
  • Adjusting delivery based upon the listener’s body language.
Offers
  • Offers
  • Counter offers
  • Strategic anchors
Setting the Stage: Understanding the When and Where of Negotiation
  • How to set the scene for a successful negotiation.
  • Opening the negotiation.
  • Negotiation over the telephone.
  • Dealing with unexpected negotiation.
  • Learn how to use time and space constraints to their maximum advantage.
  • The four ‘P’s:
    • Purpose.
    • Plan.
    • Pace.
    • Personality.
Influencing Strategies
  • Qualities if a successful influencer.
  • Know how to identify when you are being influenced.
  • Learn how to use the learning style and management style of others in order to influence.
  • Knowing how to create ‘buy-in’.
  • How to successfully sell ideas and implement change with willingness from the other party.
  • Learn how to get your point across without the waffle.
  • Know how to build better relationships.
  • The impact of positive ‘influencing’ language.
  • Influencing people with self-confidence and not aggressiveness
Factors that Create Workplace Conflict
  • What is conflict?
  • Why conflict is inevitable
  • Different types of conflict
  • Develop a positive way of looking at conflict.
  • Determine whether the ‘conflict’ is really just a misunderstanding
  • Explore multiple causes for workplace dissention
  • Learn how small problems left unaddressed can escalate quickly into full-scale hostility or worse
  • Potential consequences – individual and organisational – that are possible when problems are not resolved
Understanding Behavioural Styles
  • Ways to effectively manage difficult personalities and difficult situations
  • Identify better ways in which to communicate and manage those whose actions make the process harder
  • Relationships with subordinates
  • Managing effective relationships
  • Behavioural styles
  • Social skills
  • Identify your own behavioural styles, those of their coworkers, and how to adjust for better communication
  • How knowing the differences is beneficial to all who hope to prevent, pre-empt, or conquer workplace conflict
Different Strokes for Different Folks: Understanding Cultural Variety
  • Different perceptions based on background, cultures and experiences
  • Situations in which conflicts might arise as a result of cultural expectations and differences
  • Ways in which to anticipate problems stemming from such differences to keep conflicts from occurring
  • How to handle situations when people do not want to discuss the issue
  • What ‘not to do’ in conflict situations
  • How to protect yourself in conflict situations
Effective Listening Strategies for Better Understanding
  • The power of listening
  • Recognise the importance of ‘silence’ – being silent while others speak is often the most crucial step in pinpointing the causes for difficulties
  • How body language as much as verbal language can be used to put others at ease, convey empathy, and pave the way for honest communication
  • Active listening techniques that ensure you hear what is really being said
  • Destructive and constructive words
  • The importance of listening
  • Effective listening skills
Dealing with Different Situations
  • Threats; verbal and non-verbal
    • Sarcasm
    • Blaming
    • Manipulation
  • Dealing with sudden changes in behaviour
  • Turning conflict around
  • Organisational conflict
  • Interpersonal conflict
  • Focusing on the issue and not the situation
  • Identifying when to bring in a third party
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