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Negotiation skills for planning professionals (November)

Wednesday, 27 November 2013 at 9:00AM - 4:30PM
The Hatton (etc Venues), 51-53 Hatton Garden, London
£349 for RTPI members (From £199 with a season ticket)
£199 for licentiate members and independent consultants; £140 for students, unemployed and retired; £449 standard price

Whether it’s a Section 106 agreement, a pay rise or where to go on holiday, negotiation skills are things we use frequently, yet often people find negotiating to be a stressful and unpleasant experience. Negotiation does not mean conflict and argument; it is a way in which two parties collaborate to solve a problem that neither party can solve alone, leaving both parties better off.

This one day programme will equip you with a range of practical tools and techniques which will not only improve your chances of getting a positive outcome to a negotiation, but will also help you to use negotiations as a way to build on and strengthen relationships.

Benefits of attending

  1. Have the knowledge and tools necessary to be able to conduct any negotiation confidently – collaborative or competitive
  2. Understand how to make the most effective use of time available for negotiation preparation
  3. Appreciate the benefits of a wide range of persuasion techniques
  4. Be aware of the most commonly used tricks, traps and ploys used in negotiation and, more importantly, how to deal with them
  5. Know the factors which make the difference between effective and average negotiators

Who should attend?

Anyone who has to deal with the problems of getting other people to agree to their proposals or to make changes to, or improvements in their behaviours or results including:

  • Planning officers
  • Technicians
  • Team Leaders
  • Planning consultants
  • Department heads in IT, Facilities, Finance etc. who must negotiate SLA’s with other departments
  • Project managers responsible for delivering major projects
  • Management



What makes a good negotiator?

Negotiation is about behaviour and the good news is that any behaviour can be learnt and improved. Even the most “natural” negotiators will look at their skills and how their behaviours contribute to success. This first session will look at the following areas:

  • Definition of a good negotiation
  • Characteristics of good negotiators
  • Personal skills audit


The best negotiators do their homework. By planning carefully, exploring the problem, clarifying your own strengths and weaknesses and the likely position of the other side you give yourself the best chance of success.

  • Relationship objectives
  • What’s the challenge?
  • Bargaining power
  • Pre-negotiation information gathering
  • Conventions of negotiating

The negotiation conversation

The negotiation conversation can take many different forms and is the point where your planning bears fruit. There is no one “right” way to manage this part of the process, so you will be introduced to a number of techniques and tactics that you can use to influence the other side. You will then have the opportunity to practise using different techniques and seeing how they work for you.

  • The opening moves
  • First offers
  • Zero and limited movement scenarios
  • Linking issues
  • Getting information
  • Delaying tactics

Personal styles, emotion and influence

Emotion plays a huge part in negotiation. We are all equipped with the “fight or flight” mechanism that is more often than not unhelpful in modern stress situations. The first step to successful negotiation is recognising your own emotional responses, as well as those of the other side, and learning how to prevent your emotions undermining your effectiveness.

  • First know yourself
  • Handling different styles
  • Challenging the argument from the other side
  • Influencing the other side’s behaviour
  • Supporting your own argument and credibility

Movement, closure and follow up

Negotiation only works when you have a workable closing position. The final piece in the puzzle is examining the methods for closing out the agreement once you have moved to a final position. Then all that remains is ensuring that no one reneges on the agreement…

  • Tactics to encourage movement
  • Tactics to facilitate abandonment of commitment
  • Tactics to make commitment credible
  • Tactics to get closure


Trainer: Gareth Batterbee, Kaplan Hawksmere