- Time Frame: 2.5 or 3 hours. Longer time for more participants.
- Suggested number of participants: 6-18
- Materials needed: Blank thank you notecards [do I include worksheets here?]
- Room Setup: tables of 4-6
We don’t always agree, especially on really important matters. But we still need to make decisions and figure out how to move forward collectively. Strong negotiation skills will help you facilitate decision-making and make you a better leader. This workshop introduces participants to basic principles of negotiation and provides the opportunity for practice. Margaret Kelliher, former speaker of the Minnesota House of Representatives, teaches this workshop. She’s negotiated state budget deals and taught negotiation at the Humphrey School. Now she’s bringing her unique perspective to Boreas.
- What is the value of a community and network for leadership?
- Who is in your network? How are you connected to them? Why do you value these relationships?
- What skills/competencies/perspectives are you interested in developing, and who can help you do so?
- How do you keep connected and be of help to people in your community and network?
|Facilitator Outcomes||Participants will be able to:|
||Describe why relationships matter for leadership, careers, and impact and express understanding that generosity in relationships is helpful in this work.|
||Visualize their own key relationships and networks and recognize important connections, missing links, and useful patterns.|
||Articulate skills/capacities they would like to develop and identify potential people who could be mentors for developing these skills/capacities.|
||Discuss ways to keep vibrant network connections and use the tool of writing a thank you note.|
||Recognize that they have many things to offer others in their networks and community and practice doing so.|
||Propose an action step or two to improve network relationships.|
|1:30 – 2:00||Introductions & Icebreakers
|2:00 – 2:30||Connecting the Dots of Your Cultural Background
|3:00-3:50||Case Study: Why Diversity Can Lead to Better Ideas|
|4:10-4:30||Reflection & Integration
Ask students to share what actions steps they will be taking.
We recommend sending out the pre-workshop email one-week before and a short follow-up two days before the workshop. This workshop does not require any pre-work before the workshop, but you could include a link to a TED Talk to help prime students for the workshop experience.
Here’s an example:
Dear Workshop Participants:
I’m looking forward to seeing you on Monday for our Negotiating Basics workshop. We have sold-out, so if you are no longer able to attend, please decline the meeting invitation in Google calendar. And, likewise, if you haven’t confirmed your participation in Google calendar, please do so we have the correct number of handouts.
There is no pre-work required for this workshop. You will need a pen.
Have a wonderful week and I will see you on Monday!
We recommend sending out the post-workshop email within a day or two of the completion of the workshop, to remind participants of any actions they planned to take on going forward, and to get feedback while experience is still fresh.
Here’s an example:
Dear Workshop Participants:
If not, what did you hope to learn that you would like to see in a future workshop?
What were the most valuable take-aways?
Do you feel more confident heading into your next negotiation scenario?
Please use this space to offer any other feedback you feel would be useful for the facilitators and for future workshops.
Stevens, C. K., Bavetta, A. G., & Gist, M. E. (1993). Gender differences in the acquisition of salary negotiation skills: the role of goals, self-efficacy, and perceived control. Journal of Applied Psychology, 78(5), 723
O’shea, P. G., & Bush, D. F. (2002). Negotiation for starting salary: Antecedents and outcomes among recent college graduates. Journal of Business and Psychology, 16(3), 365-382.
Bottom, W. P., Holloway, J., Miller, G. J., Mislin, A., & Whitford, A. (2006). Building a pathway to cooperation: Negotiation and social exchange between principal and agent. Administrative Science Quarterly, 51(1), 29-58.
Kelman, H. C. (1996). Negotiation as interactive problem solving. International Negotiation, 1(1), 99-123.
How to negotiate nicely without being a pushover – Harvard Business Review
Negotiations can be collaborative, and it’s possible to be firm without it being a painful experience.
The Wrong and Right Way to Negotiate
Watch a negotiation go wrong, and then by utilizing a few key skills, go better.
Teaching Girls Negotiation Skills In Zambia
Negotiation skills can be a path to social and economic empowerment.
Ten Famous Historical Negotiations
Harvard Law School briefly reviews ten landmark cases and how key skills came into play.