Negotiation Winning Strategy

Learn to Negotiate for a decisive advantage from The super-teacher, professor Richard Birke.
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Instructed by Richard Birke Business / Management
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  • Lectures 8
  • Length 41 mins
  • Skill Level Intermediate Level
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
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About This Course

Published 9/2014 English

Course Description

This course is great for anyone wanting to excel in negotiation for business, law, sales, insurance, at home and everywhere.

Professor Richard Birke is an accomplished and a gifted speaker who teaches you top insights through eight great video lectures, a practical and interesting role play, some short excellent readings and a final quiz.

Among other topics, you will learn how to get other negotiators to play fair, how to respond to threats and how to achieve outcomes that leave no value on the negotiating table.

What are the requirements?

  • A contemporary computer or tablet and browser. A decent internet connection.

What am I going to get from this course?

  • By the end of this course you will be able to define your Negotiation Strategy
  • In this course you will learn how to get other negotiators to play fair, how to respond to threats and how to achieve outcomes that leave no value on the negotiating table.

Who is the target audience?

  • This course is great for anyone who wants to do better in negotiation in business, law, sales, insurance, at home and everywhere.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.


Section 1: Introduction

Introduction to the three basic strategic questions in Negotiation.

We first want to welcome you to the first lecture of the course: Negotiation Winning Strategy.

This course consists of Eight Video Lectures:

  • Lecture 1: Introduction to the three basic strategic questions
  • Lecture 2: Prisoners Dilemma, and how to escape
  • Lecture 3: How to create a multi-round negotiation
  • Lecture 4: How to cooperate with a competitor. Hypothetical thinking exercise
  • Lecture 5: Shared and conflicting interests; finishing the exercise
  • Lecture 6: Pareto optimal outcome and negotiators dilemma
  • Lecture 7: How to respond to threats in Negotiation?
  • Lecture 8: Summary and wrap up

Finally there is a quiz where you can test your understanding of the covered topics.

Lecture One

Lecture one is the introduction to the course with three basic questions:

  1. How much information should I share?
  2. Should I Cooperate or compete?
  3. What if they make threats?

We hope that you’ll learn a lot and have fun!

Richard Birke

Section 2: Sharing Info

Prisoners Dilemma, and how to escape.

We start with two short stories about hostage takers in Mexico and Peru.

Why are the strategies, of the negotiators involved, different?

The answer is in the most studied tool in game theory – the prisoner’s dilemma.

We show some examples from game shows. Why is competing the best strategy in a single round game? We show how you can break out of this cycle: turn a one-round game into a multi-round game with no clear end. This was proved in Axelrod’s computer tournament. The software “Tit For Tat” had the best outcome and proved to be the better strategy in multi-round negotiations.


How to create a multi-round Negotiation

The Tit for Tat strategy proved to be the most successful. We would all do better in negotiations if we followed 4 rules:

  • Be nice – don’t compete first;
  • Be provocable – answer a betrayal right away;
  • Be forgiving – forgive immediately;
  • Be clear – so the other side understands when you are competing and cooperating

Using these tools we now look again at the examples in lecture 1.

We finish this lecture with a game show example with a surprising strategy of one of the players.

Section 3: Cooperate or Compete

How to cooperate with a competitor. Hypothetical thinking exercise

This is a thinking and writing exercise about a bicycle shop owner facing a competitor.

You are the advisor that helps him think about the interests and deciding on the strategy.

You are asked to prepare your advice, writing down bullet points under the five categories:

  1. Help him/her think about his interests – what s/he cares about
  2. Help him think about the interests of the other
  3. Help him think about options that might meet these interests
  4. Help him think about ways to decide whether to compete or cooperate
  5. Evaluate how well the strategy is likely to meet your friend’s interests

Shared and conflicting interests; finishing the exercise

We start analyzing the interests and putting yourself in the other party’s shoes. The advice is to invent options for mutual gains. There are tips and tricks from other examples.

Furthermore we discuss: Reinforcing activities, Different brands, Milk industry and the real bikeshop dilemma from Oregon.


Pareto optimal outcome and the negotiators dilemma

Why should you cooperate is explored in studies by Professors Gerald Williams and Andrea Schneider. They proved that cooperation is more effective. We explain Pareto Optimality.

The four big advantages of cooperation are: ReputationTit-for-tat, Pareto-optimality and because “it feels good”!

Now we talk about “The Two Sisters”; the orange example and the Negotiators Dilemma. When a possible deal is better than your walkaway alternative: cooperation is the better strategy. When dealing with a competitor, structure the exchange of information –conduct it in a multi-round way and reciprocate cooperation with cooperation and competition with competition.

Section 4: Threats

How to respond to threats in Negotiation?

We show a clip from a Reuters interview about The Greek financial crisis. The Greek threat is discussed using the Thomas Schelling theory about the “Game of Chicken”.

Next there is a clip from “Doctor Strangelove” about Mutually Assured Destruction. When a threat is not tied to a commitment, it is not credible and need not cause much alarm.

When the threat is tied to a commitment, it’s wisest to ignore the threat and attack the commitment. This is illustrated using an example from a negotiation about a legal claim.

Section 5: Wrap-up and Quiz

Summary and wrap up

So, the fundamental question about negotiation strategy is whether to cooperate or compete. This simple question unfolds into a series of important decisions – how much do I reveal and how much do I conceal? Shall I attempt to work with the other side by accurately describing my real interests or do I try to put them out of business? Can I reap the benefits of cooperation without risking being taken advantage of? And if they act in a competitive manner, how can I bring them back around to a cooperative frame of mind? This course was designed to help you learn strategies for dealing with these negotiation situations. Of course, there’s plenty more to learn, and we hope we inspired you to continue your study of negotiation practice and theory.

6 questions

Good luck with the final quiz for this course!

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Instructor Biography

Richard Birke, Award winning author and super-teacher!

Richard Birke is a JAMS consultant and has taught dispute resolution for more than 20 years. He is a law school professor and director of the Center for Dispute Resolution at Willamette. Under his leadership, CDR has enjoyed more than a decade of high national rankings in the US and is the 2012 winner of the Ninth Circuit ADR Education Award. Mr. Birke is a two-time award-winning author, as well as an ADR neutral, consultant and trainer. Professor of Law; Director of the Center for Dispute Resolution; Director of the Certificate Program in Dispute Resolution - LL.M. Harvard University - J.D. New England School of Law, cum laude - B.A. Tulane University

Professor Richard Birke has taught dispute resolution for more than 15 years, starting his career at Stanford University and coming to Willamette University College of Law in 1993 to teach and direct the Center for Dispute Resolution. Under his leadership, the CDR has enjoyed high national ranking among academic dispute resolution centers in the United States. He is an award-winning author in the field of dispute resolution, and he has been deeply involved in the practice of ADR.

Professor Birke has trained hundreds of professionals from the fields of business, law, medicine and other disciplines in negotiation, mediation, dispute resolution, trial practice, risk analysis and related fields.

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