university of oxford programme on negotiation - saïd business … · 3 negotiation is an activity...

University of Oxford Programme on Negotiation

“An important realisation for me is that interests are neither always perfectly aligned nor always perfectly opposed. The art of negotiation is in finding the common ground and areas of contention.”

Marcus Bowers Credit Analyst, Ambac Assurance Corp, USA

3www.sbs.oxford.edu/negotiation

Negotiation is an activity that is fundamental to every aspect of our business and personal lives. It underpins decision making, conflict resolution, management and leadership, as well as the more obvious sales and bargaining activities.Successful negotiation is about building relationships and trust, recognising unconscious biases, finding commonalities, and being able to frame material in such a way that all parties feel that they are gaining something. But there is no single formula that works in every situation. Negotiation is contextual and conducted by people, who are subject to a range of cultural and other influences.The Oxford Programme on Negotiation is designed to give you a deep insight into what is really going on during negotiations. Through practical exercises and analysis, and exchanging ideas and experiences with a highly diverse group of participants, you will develop a framework to prepare for more successful negotiations in the future and practise what you learn through role play simulations.


“Negotiation … is not a competitive sport where the sole objective is winning.”

4 university of oxford Programme on negotiation

An interview with Programme Director Tim Cullen


Negotiation is continual. We are all negotiating all the time – with our colleagues, our families, our clients, our suppliers, our competitors.

In the business and diplomatic worlds it is an essential ingredient in getting things done. Sometimes we may be conducting big, complex negotiations such as mergers and acquisitions; sometimes it’s more to do with day-to-day matters, such as HR issues or budgets.

Most people do it and can do it reasonably well. But they don’t understand the psychological underpinnings of negotiation and how you can use this knowledge to get the best results. And by the best results, I mean the best results all round – negotiation is not a competitive sport where the sole objective is winning.

So this programme has been designed to take participants beyond what they do instinctively, and give them the concepts, tools and techniques to plan and conduct much more successful negotiations.

Why did you develop this programme?

What will I learn?

You will learn about the psychology underpinning most negotiations, from the unconscious biases that you may not even recognise in yourself to concepts such as reciprocity. The idea that if I give you something, you will then feel under an obligation to give me something back is enormously important and a key principle in all types of negotiation.

You will also learn about the importance of preparation and how to plan properly before engaging in any action – you need to consider people’s different motivations, your own motivations, and be clear about your mandate and your goal. We talk about using listening and speaking skills to be persuasive so that everyone involved in a negotiation walks out of the room having felt part of the decision.

Another important skill is being able to manage your own emotions and those of others, particularly in a negative or tense situation when emotions can become overwhelming. And at the heart of everything is self-awareness. As individuals we often tend to think of ourselves as ‘moderate’, and everyone with a different point of view as ‘extreme’. This very natural attitude can be obstructive, particularly in cross-cultural negotiations, and we devote a lot of time to understanding exactly where participants sit on their own cultural scale and how this affects their perceptions of others.

“I really enjoyed the case study work and simulations, especially when I took on a role very different from the one I would normally have. Normally I’m in a position to direct the process; to be on the other side of that was really useful to me.”

Gary Quin Senior Adviser, Credit Suisse, Malta

6 university of oxford programme on negotiation

On the Oxford Programme on Negotiation you will learn through discovery. There is a mixture of theory backed up by stories – people talk about their personal experiences and we look at case studies of negotiations that have either gone wrong or worked extremely well.

In many others, participants learn to address challenges through simulation and role play. When the programme is running, you will encounter numerous small groups of people earnestly talking and listening to each other. You might have two people with clearly conflicting views, and a third person trying to facilitate a better outcome between them; or a couple of people trying to pull apart the different motivations apparent in another case; or even much larger groups. One particular 12-person simulation involves two people representing the government. The remaining participants take the roles of a pharmaceutical company, the World Bank, the Asian Development Bank, and various UN agencies and NGOs. It is highly complex and usually takes around three hours to complete, but it really pulls together everything that we discuss and practise during the week.

Many participants join the programme with a particular negotiation in mind – either one that they are preparing for, or the one that spurred them into enrolling in the first place. As a result, a recent innovation is the introduction of tutorial groups, facilitated by faculty members. The idea is that participants can discuss their own problems and negotiations and share experiences with their peers, getting direct feedback and actionable insights. In addition to the peer to peer feedback we have tutors for the participants to meet with on a one to one basis during the week. They are experts in their fields with extensive experience teaching negotiation and can enable the participants to discuss particular challenges and prepare for future negotiations.

In 2017 we will be debating Brexit and the ongoing negotiations post triggering Article 50 and the implications of those negotiations.

How will I learn?

As a location, Oxford is hard to beat. With an 800-year history of scholarship behind it, it has an atmosphere that is unusually conducive to learning. The programme is mostly based in the very modern, state-of-the-art facilities at the Saïd Business School. But we also spend an evening having dinner in one of the historic Oxford colleges. When you’re sitting in a room that has been occupied by some of the world’s greatest minds through the centuries, it’s natural to want to open yourself up to new thinking.

We work very hard on the programme, writing a substantial portion of our case studies and simulations that illustrate exactly the learning points that we want you to get out of them – so what you get here is impossible to get anywhere else.

It’s small: there is a size limit of around 40 participants, so you get lots of valuable contact with faculty and get to know everyone else on the programme. It’s an atmosphere that you just can’t get on a programme where there are, say, 100 participants.

And it’s very international. We are able to attract a wide range of participants, and are therefore able to address questions such as culture in a very practical way. It’s not just lectures: people see culture in action in the programme. In a typical class we routinely have more than 20 cultures represented, and this leads to really enlightening discussions about why their interpretations of the same situation can vary so widely.

Oxford is also able to attract notably high-profile guest speakers, who enrich the learning on the programme by telling their own stories and experiences. During our dinners participants get the chance to question them further about what they have done.

What makes the programme different?

“The coaching was a key aspect that I was looking for in a programme, including it in the course adds a tremendous value to the learning.”

Alumnus from September 2016


“My job requires me to interact and negotiate with other nations on a daily basis. The Oxford Programme on Negotiation taught me valuable strategies and approaches for negotiating with individuals from other cultures and backgrounds. Moreover, the course participants themselves were truly global and from a variety of disciplines - this challenged me to consider all interests and aspects of a negotiation in order to achieve a successful outcome.”

Rachel Ellehuus Principal Director, European & NATO Policy, Office of the Secretary of Defense, USA


Who will I learn from?

Tim Cullen MBE, Programme Director

Tim Cullen is an Associate Fellow of Saïd Business School. He heads the consulting firm TCA Ltd, which focuses primarily on negotiations between Chinese and European companies, and he was also for many years a Commissioner on the Financial Supervision Commission of the Isle of Man Government and a trustee of the Institute for Business Ethics. He is also a Visiting Professor at Sun Yat-sen University in Guangzhou, China. He has advised several international commissions and run economic development programmes throughout Asia. He was made a Member of the Order of the British Empire (MBE) in the June 2014 Queen’s Birthday Honours for his work on financial management in small developing countries.

Owen Darbishire, Academic Director

Owen Darbishire is the Rhodes Trust Associate Professor in Management Studies (Organisational Behaviour and Industrial Relations) at Saïd Business School, University of Oxford, and the Sue Cormack Fellow at Pembroke College, University of Oxford.

“I teach about decision-making in negotiations at both an individual and group level. It’s important that individuals appreciate how decision-making can be distorted both by their own biases and those of the counterparties in the negotiations.

Understanding this can change the way in which you frame material to influence the response that others have to it. Many participants talk about this being an ‘aha’ moment. They say they have often observed that other people seem to be subject to biases in decision-making, but had not realised that they too could be subject to the same ways of thinking. This prompts them to reflect on negotiations that they have conducted in the past – so they’re not just learning from the exercises on the programme, but also from the significant experience that they brought with them.”

The teaching faculty comprises a rich mix of negotiation expertise of very strong academic and practical backgrounds. You will experience very engaging and interactive teaching sessions.


Michele Pekar, Managing Director of CO-DEV

Michele Parker is an International Education Management Professional and Senior Trainer in Negotiation and Leadership, with 20 years of experience in higher education in the USA and abroad. ‘She is a co-ordinator and service provider for executive courses, and develops, negotiates and manages programmes in higher education in Asia, Europe and North America. She has vast experience in international partnerships, fundraising campaigns and related activities, and contributed to worldwide recognition of a top European School (international relations, accreditation, rankings).

“My session focuses on facilitation, which is part of the negotiation spectrum. When you make deals or manage projects, you often come across crises or conflicts. What we teach in the session is how to put into practice good listening – which is a very important skill in negotiation – how to be empathetic, and how to allow the group to make decisions.

This has implications beyond an obvious negotiation situation. These days, more and more leaders have to approach leadership laterally, and need to influence instead of imposing their will. It is important for them to learn how to convince rather than constrain.”

Dr Ian Speakman

Dr Ian Speakman is an International Education Management Professional and Senior Trainer in Negotiation and Leadership, with 20 years of experience in higher education in the USA and abroad. He is a co-ordinator and service provider for executive courses, and develops, negotiates and manages programmes in higher education in Asia, Europe and North America. He has vast experience in international partnerships, fundraising campaigns and related activities, and contributed to worldwide recognition of a top European School (international relations, accreditation, rankings).

“In my session we will be developing complex negotiation strategies for the maximum co-creation of value. We will focus on increasing value without either party losing any value, pushing the pareto efficiency frontier.”

Michael Gates

Michael Gates is an Associate Fellow of Saïd Business School and Vice Chairman of Richard Lewis Communications. He is an internationally recognised teacher and writer on cross-cultural management and speaks regularly at large corporate and government events.

“In my session we look at cross-cultural negotiation and how you might have to adapt your style when negotiating with someone from a different culture. A key part of the session is getting people to take on roles of people within cultures that are very different from their own, so you might get an American, from traditionally a very linear culture, trying to get under the skin of an Italian – which is a multi-active culture primarily interested in people – or someone from Japan, where the focus is on harmony, listening, and communicating in a diplomatic way. This enables people to get a much deeper understanding of the power of cultural differences as well as learning techniques to bridge those different cultures.”


Challenges explored during the programme include:

Can you recognise and neutralise your own and others’ subconscious biases that are affecting your negotiations?

How far can you plan and structure a negotiation when you don’t control the actions of the other party or parties?

How do you manage conflicts and tensions between other people?

How do you avoid being overwhelmed by emotion?

How do you reformulate what people are saying so that everyone can be heard and decisions made together?

How do you put yourself in the shoes of people from other cultures and avoid misunderstandings caused by cultural differences?

How do you approach a complex, multi-party negotiation?

“The session on gender was absolutely fascinating. It provided real insights into the issues that particularly the women on the programme – and perhaps also the men – deal with every day in our work. To have more of a framework to apply was very useful.”

Kelly Carter Head of Legal, Gold Fields Australia Pty Ltd

university of oxford Programme on negotiation10

“It was a very good group of people and we quickly built a bond. One night was a free evening with nothing arranged, but we got together and organised a big dinner for 35 of us at a local restaurant. Everyone’s been exchanging email addresses so we’ll be keeping in touch. A couple of business opportunities have even come up – you realise that you have a bit of synergy with other people and you can make some introductions.”

Ryan Walkinshaw Director, Walkinshaw International


Tutors

Dr Ian Speakman

Ian is currently an Associate of Cranfield University School of Management where he tutors on the Key Account Management Best Practice open programme and the full-time MBA programme, along with a number of in-house bespoke company programmes. Ian is also a visiting professor and co-founder of the International Negotiation and Sales Management track at IÉSEG School of Management at the Catholic University of Lille. His primary research interests include Negotiation, Conflict and Conflict Management Behaviour in the commercial context, particularly Personal Selling, Key Account Management and Behavioural Game Theory in the commercial communication strategy context, and he is an expert in the field of ‘Internal Selling’. He has been a tutor on the Oxford Programme on Negotiation since 2016.

Ian is passionate about negotiation and has successfully tutored a winning team in the Warsaw Negotiation Round while attending, judging and case writing in other negotiation competitions.

Jim Reiman

Jim Reiman is a tutor on the Oxford Negotiation programme. In addition he currently serves as a mediator and arbitrator of domestic and international disputes, serves on company boards of directors, and teaches and coaches senior executives and attorneys. He teaches international arbitration and qualifies senior attorneys for Chartered Institute of Arbitrators’ membership, and serves as a guest lecturer at elite business schools in the US and abroad lecturing on dispute resolution, effective negotiation, corporate governance, and doing business in China. He is a member of the commercial mediation and arbitration panels of multiple US and foreign dispute resolution institutions, a Fellow of the Chartered Institute of Arbitrators (UK), a Q.Arb (Canada), and a Board Leadership Fellow of the National Association of Corporate Directors (USA).

Dr Marta Coelho

Marta is a staff member of the LSE, where she led a very successful Negotiation course for several years. Her work on Negotiation and Decision-Making has been widely acknowledged and is central to her teaching and coaching work.

Marta holds a BSc and an MSc in Economics, as well as a PhD in Behavioural Economics from the LSE. Marta opted early on for a career in academia which she has complemented with consulting engagements in her chosen fields of research. With time, her research interests started distancing themselves from the assumption of pure rationality in decision-making. The implications of irrationality, and namely of unrealistic optimism, on private and public sector decision-making, including in negotiation contexts, fascinate her and are the focus of her work.

We have recently introduced tutoring to the programme. Our carefully selected tutors have a wealth of experience in their respective fields and experience in teaching negotiation. This enables them to be well-placed to offer insights and advice, and to discuss individual challenges you would like to bring to the table for your present or future negotiation situations.


Staffan de Mistura

Staffan de Mistura is the UN Secretary General’s Special Envoy for Syria. In this role his mandate is to “provide good offices aimed at bringing an end to all violence and human rights violations, and promoting a peaceful solution to the Syrian crisis”.

The new Special Representative of the Secretary-General succeeds Kai Eide of Norway, who completed his assignment on 28 February 2017, and to whom Mr Ban is grateful for his intrepid spirit, strong determination and excellent leadership of UNAMA over the past two years, a critical period for Afghanistan with difficult elections and a very challenging security situation. Staffan has more than three decades of experience with the United Nations in conflict-affected areas including Somalia, the Middle East, the Balkans, Nepal and Afghanistan. Under challenging conditions, he has promoted political dialogue, led reconstruction, development and humanitarian-assistance efforts, and been involved in overseeing elections.

Evening Speakers

Suzanne Williams

Suzanne Williams completed 32 years Metropolitan police service in 2008. For the final five years she was Head of the Hostage Crisis Negotiation Unit at New Scotland Yard. At the highest ministerial level she has been an active contributor to the UK government’s crisis response process in kidnappings and abductions of UK citizens overseas. Many of these cases evolved in the media spotlight, while others were resolved quietly. All demanded careful family support, good communication to perpetrators and exceptional stakeholder co-ordination. She has negotiated on the streets of London, the high seas, and in every continent, and returned former hostages home from all corners of the world.

“It has definitely been a pleasure to meet you and the rest of the OPN team. Such a memorable experience and quite simply the best programme I have participated in during my 30+ years of working experience.” Soliha Ahmad Nasarudin Head, Commissioner of Buildings/Deputy Director, City Hall of Kuala Lumpur


Professor Kalypso Nicolaidis

Kalypso Nicolaidis is Professor of International Relations and Director of the Centre for International Studies at the University of Oxford. She was previously associate professor at Harvard University’s Kennedy School of Government. She is chair of Southeastern European Studies at Oxford and Council member of the European Council of Foreign Relations.

She has published widely on international relations, global governance, trade ethics, law and democracy promotion, as well as the internal and external aspects of European integration in numerous journals including Foreign Affairs, Foreign Policy, The Journal of Common Market Studies, Journal of European Public Policy and International Organization. Her latest books are Echoes of Empire: Memory, Identity and Colonial Legacies (ed w/ Sebe and Maas, IB Tauris), Normative Power Europe Revisited (ed w/ Whitman, Journal Conflict and Cooperation) and European Stories: Intellectual Debates on Europe in National Context (ed w/ Lacroix, OUP, 2010).

Denis McShane

Dr Denis McShane was Tony Blair’s Europe Minister and Deputy Foreign Secretary and has served as UK delegate to the Council of Europe and Nato parliamentary assemblies. He was a Labour MP for 18 years, working mainly on European Union affairs. Between 1979 and 1994 he worked in Geneva for the international trade union movement. He coined the term “Brexit” in a newspaper article in January 2012 and in January 2015 published a book Brexit: How Britain Will Leave Europe. It was well received and reviewed, but he was unable to persuade government, politicians, the media and the business community that David Cameron’s proposed plebiscite would lead to a No vote to Europe.

His new book Brexit: How Britain Left Europe (published by IB Tauris September 2016) takes the story forward to cover the Brexit campaign, and he is currently working on a new book Brexit and the End of Europe? Denis writes and broadcasts on the Brexit developments in the UK and across the Channel.

Liam Halligan

Liam Halligan is one of the UK’s most influential economics commentators. Since 2003, he has written his weekly Economics Agenda column in The Sunday Telegraph, which has been recognised with a British Press Award. He is, along with Gerard Lyons, the author of ‘Clean Brexit’, published by Policy Exchange, and also writes regularly for The Spectator and makes documentaries for Channel 4 television.

Liam is Editor-at-Large of Business New Europe, a leading source of English language business, economic and political news and analysis covering 30 countries across Central, Eastern and South-Eastern Europe and the Former Soviet Union.

He has been a Political Correspondent for The Financial Times and spent seven years as Economics Correspondent at Channel 4 News. He has also written for ‘The Economist, The Wall Street Journal, The New Statesman and GQ, where he penned a regular column on economic and financial issues from 2007 to 2010.

During the programme there will be a panel discussion on the Brexit negotiations. The speakers include Denis McShane, Professor Kalypso Nicolaidis, and Liam Halligan.


Is this the right programme for me?

Job titles of previous participants:

Acquisitions Analyst Advisor Ambassador Barrister Chairman Chief Financial Officer Chief Executive Officer Chief Investment Officer Commercial Solicitor Chief Operations Officer Consultant Diplomat Company Director Company Secretary

Commissioner Group M&A Principal Head of Communication Head of International Strategy Member of Parliament Owner, Managing Director Partner President Senator Senior Vice President Strategy Director Vice President

The Oxford Programme on Negotiation is designed for senior executives and officials from private, public and non-profit sectors alike: CEOs, directors, senior civil servants, military officers, political and educational leaders, officials of multilateral organisations, NGO executives, and senior managers involved in important decisions and negotiations.

Asia 2.2%

Australasia 6.8%

Europe 30.9%

Latin America 4.1%

Middle East 8%

North America 8.7%

UK 19.5%

Africa 10.6%

Far East 9.1%


Benefits

For you:

You will have had the opportunity to step out of your day-to-day work to experiment, to get an objective look at your own negotiating style, and to reflect on past negotiations and new learning. This will mean that you perform better when thrown back into the heat of real, present negotiations

You will have a better understanding of the psychology and unconscious biases influencing you and those with whom you negotiate

You will have practised the skills in the negotiator’s toolkit and be able to orchestrate them according to the type of negotiation you are engaging in

You will understand what went wrong in, or what was difficult about, previous negotiations

You will have a framework and structure for planning your next negotiation You will have been exposed to some of the experiences of some of

the top negotiators through the evening speakers and Brexit panel

For your organisation:

You will be more adept at achieving consensus and co-operation within the organisation

You will achieve better results from your dealings with clients, customers, suppliers, regulators, donors and the public at large

Oxford NetworksOn completion of the programme, you will be eligible for lifelong membership of the Oxford Business Alumni (OBA) network, the official global business alumni network of the University of Oxford, Saïd Business School.

With more than 10,000 members, living in 129 countries across the globe, the OBA network is truly a world-class, international business community.

OBA Network membership provides a wide range of benefits including:

Access to the online OBA Directory and OBA Network social media communities, invaluable tools for networking with alumni and students around the world

Invitations to a wide range of academic, networking, and social events, and a subscription to the monthly e-newsletter

Opportunities to join regional OBA Chapters across the globe, and industry- or region-specific Oxford Business Networks

Access to the OBA Network website which contains news, resources, and relevant research from the University


Apply now

The programme takes place twice a year, in June and September/October. Apply online at www.sbs.oxford.edu/execed/apply or visit the programme website at www.sbs.oxford.edu/negotiationIf you would like to discuss any aspect of the programme, or your specific learning needs, please contact Michelle Ward at [email protected] or call +44 (0)1865 422 767

18 university of oxford Programme on negotiation

“The programme gave me a fascinating insight into cultural differences. I came into the programme assuming that the British culture was relatively straightforward, but having been given the opportunity to look through other people’s eyes, I now realise just how confusing we can be and how difficult it can be to work out exactly what we mean and what is going on behind what we say.”

Stephen Vinall Managing Director and Partner, Moorhouse

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