Unit 2 Setting the agenda

1. Unit 2 Setting the agenda

2. Objectives • Communication skills: structuring and controlling the negotiation process • Culture and tactics: organic versus systematic working cultures • Language knowledge: sequencing and linking • negotiating practice: controlling the negotiation process This unit looks at the process of structuring and controlling a negotiation. From a communication point of view, it focuses on the role of the chairperson and the importance of setting an agenda and a procedure for the meeting. The culture and tactics section aims to raise awareness about possible different approaches to structuring a negotiation. The language knowledge section concentrates on the language needed for the opening phases of a negotiation, plus some more vocabulary building. The Negotiating practice section provides the opportunity for students to activate and transfer skills in two practice negotiations.

3. Communication skills Warm-up Activities • 1. Do you think all negotiations need an agenda? Who should be responsible for chairing/controlling a negotiation? It may not be appropriate for informal negotiations to have a rigidly imposed agenda. In an informal negotiation, there may only be one fairly simple point under discussion. However, all negotiations need to have a sense of direction-a-clear picture of objectives and the best way to achieve them. The role of the chairperson is vital in maintaining this sense of direction, albeit unobtrusively. Usually the host company should be responsible for chairing or controlling the negotiation. • 2. Look at the VCD negotiation context.

4. The situational topic • The people involved: • Andrew Carter is Export Sales Manager for Okus IT. He is ready to make his opening presentation. • Karen Black is a Project Manager at Okus IT. She is expecting Francoise to set out the agenda for the meeting. • Francoise Quantin is the current IT Manager at Levien. She is very anxious about protecting the jobs of her IT team. • Sean Morrissey is from Levien’s Chicago office. He wants to establish a clear and strong position for Levien. • The brief of the negotiation: Andrew and Karen are expecting Francoise, who is chairing the negotiation, to fix the agenda and procedure for the day. • Vocabulary concerned: ( P.68)

5. Communication Activities Part I. Questions • 3. Watch Version I. Why does the negotiation get off to such a bad start? • 5. Watch Version 2. How does Francoise control this opening phase?

6. Points of View • 3. * They should be able to see that the negotiation starts off on a negative footing because Francoise immediately focuses in on the problematic staffing question, without giving Karen and Andrew a chance to present their proposal. There is a tendency for inexperienced negotiators to jump in feet first in this way and attack what they see as the main issue. This is not a good tactic. It is better to clarify objectives and establish positions before tackling the sticking points.

7. Points of View • 5.* They should be able to see that Francoise has clearly prepared well and knows where she is going. She keeps total control over opening phase. She avoids showing any strong emotional response to Sean’s aggressive attitude.

8. Language Presentation Language focus: Language focus: Sequencing and linking • Objectives • Agenda • Timing • Roles • Procedure

9. Negotiating practice Students’ Participation and Activities ( Group work ) Role-playing: (P.20) Use the checklist on page 104 to prepare for the start of the following negotiations. Prepare in pairs and then practice the opening. When you have finished change roles. Negotiation I: • The buyers (2) Your company is called Saroyan-Arttech You manufacture toys you have invited a Training firm to a meeting to discuss taking over some of the management training in your company. This training is currently done by in –house trainers, but the plan is to outsource all training in the future. You have seen their brochures and course descriptions. Their quoted prices are very high and you would like to see if you can negotiate lower prices for a commitment to a number of courses. You are looking for at least twenty per cent reduction for the promise of twenty-five days of training. • The sellers (2) You run a management training consultancy. You have sent your brochures (prices and course descriptions) to Saroyan-Arttech. You have been invited to attend a meeting to discuss your services. You know that they are planning to outsource all their training. You hope that the meeting will be an opportunity to present your services in detail and to discuss particular courses. Negotiation II: • The buyers (2) You are purchasers for Futura, a large manufacturing company. You have recently organized a call for tenders for the supply of packaging material. You have shortlisted three companies. One of them is DTX Packaging, with whom you have arranged this meeting. The objective is to clarify delivery and payment terms, as well as to discuss penalty clauses for late delivery or below-standard quality. • The sellers (2) You represent DTX Packaging. You have been invited to discuss an offer you made for the supply of packaging material to Futura. You understand the meeting is designed to clarify elements of your offer-including payment terms and delivery periods. You would also like to discuss price discounts for large quantities.

10. Thank you for your attention !