Entrepreneurial Negotiations

Aspiring and experienced entrepreneurs should pay attention to the negotiation errors that even the most successful entrepreneurs commonly make. This course takes you step by step into the theory and practice of star entrepreneurs from Israel’s Start-Up Nation.
Everyday life experiences are often filled with negotiations and conflict. They range from low stakes disputes about meeting schedules to high stakes clashes about hiring or strategic direction, and from casual debates to formal boardroom contractual agreements. Effective negotiators get the most out of disputes, not just in terms of the instrumental value they carry away, but also in terms of the relationships and reputations they leave behind. Virtually everyone could stand to improve their negotiation skills, especially business professionals who negotiate on an everyday basis.
We will tackle this issue by first familiarizing workshop participants with different types of negotiations and tactics and examining psychological and social factors which can allow you to expand your negotiations repertoire and your understanding of key concepts. The workshop will equip participants with tactics to negotiate effectively for salaries, promotions, or other types of negotiations that occur within and between organizations.
The second premise is that executives are increasingly called upon to negotiate globally. Negotiating globally means reaching deals or resolving disputes with counter-parties based in different countries and shaped by different cultures. This demand is obvious in global firms that seek to tap talent pools and capture market segments in many different countries. Yet it also present in more traditional multinationals, which seek ever-closer coordination between national divisions, and even in small localized firms, which nevertheless may look abroad for cost-competitive vendors and process off-shoring. An international or global dimension introduces additional challenges to a negotiation: differences in cultural norms of behavior make it harder for negotiators to read each other’s signals, long-distance communication often exacerbates these difficulties, differences in legal and banking systems necessitate different contractual mechanisms, and different structures of government and corporate institutions mean that different parties come to the table and loom large as constituencies to those at the table.