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Strategic Negotiation and Decision Intelligence
New
7 students

Strategic Negotiation and Decision Intelligence

Use negotiation psychology, power analysis, scenario reasoning, ethical influence, and disciplined preparation
Created byDr. Law Payne
Last updated 11/2026
English

What you'll learn

  • Prepare for a negotiation by mapping interests, alternatives, leverage and decision criteria.
  • Design offers and concessions that protect value while maintaining business relationships.
  • Handle stakeholder pressure, difficult conversations and uncertainty with disciplined questions.
  • Build an implementation plan and defend a renewal decision in a practical capstone.

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Course content

2 sections • 11 lectures • 1h 41m total length

  • The Strategic Negotiation Architecture10:32

    Map interests, issues, alternatives and decision criteria before committing to a negotiation process. Use the Course Application Brief and Negotiation Preparation Sheet to apply the framework.

  • Power, Leverage and Stakeholder Psychology11:18

    Analyze dependency, information and stakeholder psychology to decide where your leverage comes from. Use the Stakeholder Decision and Influence Map to test your assumptions.

  • Prepare Offers, Concessions and Scenarios11:02

    Set a target and a walk-away point, then design offers, concessions and scenarios. Use the Offer Design Canvas to compare packages across terms.

  • Conduct the Conversation and Manage Conflict10:21

    Plan an opening, ask questions that surface useful information, and manage difficult behavior. Use the Difficult Conversation and Conflict Plan to rehearse your response.

  • Close, Implement and Learn from the Agreement10:28

    Turn commitments into a workable agreement with named owners, milestones and review criteria. Use the Agreement and Implementation Checklist to apply the lesson.

Requirements

  • Bring a real or realistic negotiation scenario. No special software or prior negotiation training is required.

Description

This course contains the use of artificial intelligence.


A strategic negotiation rarely comes down to price alone. A good deal also depends on who can approve it, what alternatives each side has, which terms matter most, and how the agreement will work once the meeting ends. This course gives you a practical way to make those decisions before pressure makes them for you.


I designed this course for managers, executives, entrepreneurs, consultants, and sales professionals responsible for business agreements. You will learn to map interests and dependencies, assess your alternatives, plan offers and concessions, and handle difficult conversations. You will also learn how to turn an agreement into a workable plan with clear responsibilities and ways to check progress.


The applied lab takes you through six workshops. You will decide whether to negotiate or switch, identify who can approve or block a deal, compare offers across terms, respond to pressure, and build an implementation plan. In the final workshop, you will defend a renewal decision using evidence and explain what would make you change your mind.


I’m Dr. Law Payne. My Doctor of Business Administration focused on Organizational Leadership and Development, and my graduate training in Educational Psychology informs how we examine judgment, influence, and stakeholder behavior. Bring a negotiation you are preparing for or use the course case. By the end, you will have a preparation process you can use the next time a consequential agreement is on the table.

Who this course is for:

  • Managers, executives, consultants, entrepreneurs and sales professionals responsible for consequential agreements.

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