Upcoming Training on 28 May, 2014: Recognizing the Game. Interest-Based Negotiation Model.

Chamber Toastmasters Club organizes first joint event with the Institute of Negotiation Skills which is the only company in Ukraine offering negotiation courses in the cutting edge theory and practice of negotiation, communication, leadership and crisis management lead by Harvard Negotiation Project experts. We invite Chamber TM Club members and partners and to an Introductory Training “Recognizing the game. Interest-based negotiation model”, held by the Institute of Negotiation Skills exclusively for the toastmasters community on May 28, 2014. This training is an effective introduction to the training courses which offer knowledge and systems necessary to undertake and engage in negotiation processes of any type and at any level. 

During the introductory training the following aspects of negotiation will be discussed:
– How to recognize the game?
– What are the main negotiation models?
– How to manage and lead the negotiation process?
– How to change or shape the game?
– What are the key elements of the interest-based negotiation model?



       МартіросянThe turn of the millennium brought the pressing realization that every nation as a member of globalizing set of cultures and economies must find better ways to compete and collaborate. To build a sustainable nation in an era of profound economic and environmental interdependence national leaders are challenged to sift through the wisdom and know-how of their heritage, to take the best from their history, leave behind lessons that no longer serve them, and innovate not for change’s sake, but for the sake of conserving and preserving the values and competence they find most essential and precious. The answers to this challenge cannot come only from the top leadership. The world needs distributed leadership because the solutions may only come from many places, with people developing adaptations to different micro-environments.

      And ultimately leadership is about leverage. To lead one must figure out how to tap into the latent sources of potential power in their companies, communities, nations, and powerfully channel them to achieve desired goals. After all, alone even the most charismatic leaders cannot achieve much in this world. The essence of leadership, therefore, lies first in identifying sources of potential energy – In the people, relationships, technologies, products, systems, and structures – and then in figuring out how to activate and align them. Great leaders catalyze action. While strategies, structures and systems do matter, leveraging through relationships is a critical skill set for effectiveness in a leadership role. In this sense negotiation is the single most important skill that leaders exercise in the time of change. Working in stressful conditions of change leaders can either increase the tensions, or undertake their work in ways that increases equity, understanding and cooperation.  By negotiation we do not mean bargaining over a used car. Our operational definition of negotiation is creating and capturing value in a network of relationships.

Negotiation and leadership professionals for some time now have been debating methodologies for training leaders in these skills. Most agree that it is both possible and necessary. There are three challenges that need to be addressed systematically to help leaders increase their efficacy and efficiency.

Various recent studies have convincingly demonstrated that a company obtains a competitive edge only if a systemic problem-solving language becomes part of the organizational culture.  It must be considered as a core competence of the institution. The implications of this are huge. Most negotiation training continue to focus exclusively and extravagantly on the individual’s, not the company’s, competence.

The second flawed concept about negotiation is that one size fits all. Most organizations have a syllabus of stale ideas of how negotiation is done, a sort of sacred canon beyond testing or experience. The typical syllabus does not include, among other things, the idea that before getting the best deal the company’s internal conflicts have to be handled.

The third misconception is that leaders can “outsource” negotiation to the HR group or the corporate counsel or whoever usually performs that service. Leaders have to take direct responsibility to create a deep organizational understanding that at the heart of every company’s success is the recognition that negotiation is a core competence.

The last couple of decades have seen a surge of firms offering negotiation training and leadership coaching in Ukraine. However, our most recent survey of the market revealed that most training companies are either offering tactical and manipulative “tricks” or eclectic compilations of methodologies for leaders as individuals. The Institute of Negotiation Skills (INS) was founded in 2010 to address specifically these challenges of the country in transition and culture change from a predominantly zero-sum, fight or flight mental models to integrative, interest-based negotiation to create and capture more value at the negotiation table. The Institute of Negotiation Skills offers training courses in the cutting edge theory of and best practices in negotiation, communication, leadership and crisis management. Specifically, our training courses for senior managers offering knowledge and systems necessary to undertake and engage in complex negotiation processes. The Institute of Negotiation Skills uses theory and skills in negotiation and leadership developed at the Harvard Negotiation Project. Roger Fisher, Professor Emeritus of the Harvard Law School introduced the basic principles of this method in the book “Getting to YES: Negotiating Agreement Without Giving In” in 1979. The ideas presented in this book and explored at the Harvard Negotiation Project have been refined and put into practice by his students and colleagues. Our team works directly with trainers and consultants affiliated with the Harvard Negotiation Project, thus offering Ukrainian leaders a comprehensive and up to date approach to negotiation.

 Arthur Martirosyan



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