Debate & Negotiation: Resources
To be successful as global competitors, leaders in today’s organizations must establish and maintain an environment that supports the open exchange and exploration of ideas, leading to fuller participation, greater innovation, and better decisions.
In this two-day seminar, participants use challenging and controversial issues from their own organizations to develop their skills for constructive discussion and debate. They also learn to establish the conditions that encourage constructive debate and to eliminate those conditions that prevent potentially useful ideas from getting a hearing or allow poorly thought-through ideas to be implemented.
“I learned more constructive methods for meetings, conversations, debates—how to get the best options on the table, methods to deflect defensiveness and get to the root cause, and how to be a better facilitator in group discussions...”
“All the material was great. I can really see turning ‘arguments’ into productive output...and we can all use more of that!”
— Intuit Inc.
To get ahead in todays complex organizations, there is one skill that is critical to successthe ability to negotiate. Rather than taking an adversarial/competitive approach to negotiation, this program approaches negotiation as a constructive activity that is intended to meet the needs of all parties. Constructive Negotiation uses the metaphor of designing and constructing a building to learn a positive, productive way of thinking about, planning for and implementing negotiations.
“I now have a new tool to work with that will help me in my job in dealing with others... I have more options than I thought I have—thus motivating me to employ the constructive negotiation skills provided in this sessions.”
Articles on Debate, Negotiation, and Conflict Resolution
Dealing with Unconstructive
B. Kim Barnes
This article discusses ten practical steps to take when communication and debate threatens to become a non-communicative, polarizing, name-calling shouting match.
Principles of Peacemaking, Peacekeeping, and Negotiation
B. Kim Barnes
This article discusses conflict management and resolution from the experience of people who have been involved in resolving difficult and long-term international conflicts.
in Project Management
B. Kim Barnes
This article begins with the premise that effective project agreements requires the negotiators to find ways to meet the needs of all parties. It uses the analogy of negotiation as a process similar to creating a building, the phases of negotiation being similar to the phases of designing and constructing the building.
B. Kim Barnes is President and CEO of Barnes & Conti. She is also the author of the book Exercising Influence: A Guide For Making Things Happen at Work, at Home, and in Your Community (see above).
Self-Inquiry: The Hardest Part
of Conflict Resolution
by Eric Lewis Beckman
This article discusses resolving conflict by practicing a “listening Jujitsu” by not reacting defensively, but pausing to think about what has been said and respond only through active listening/inquiring.
Eric Lewis Beckman is Vice President and Chief Financial Officer of Barnes & Conti. Eric has had 15 years experience providing individuals and organizations with effective design, implementation, and training in influence.