8回コース講座 全２０時間・英語で交渉術[NEGOTIATE TO WIN]

カリキュラム

• 第1回 "BECOME A PRO":

  2.5 HOURS: "PRO"= PURPOSE + RESEARCH+ OBSTACLES (P)= PURPOSES "DEFINE THE PURPOSES OF THE NEGOTIATION-THE REAL ONES NOT ONLY IMMEDIATE: NOT ONLY THE PURPOSES POSED BY THE OTHER SIDE: (R)=RESEARCH THE RELEVANT PERSONS AND ISSUES (O)=OBSTACLES : (DEFINE AND PREPARE FOR THE OBSTACLES ): MODULE WILL INCLUDE Presenter Introduction and illustration of examples of Negotiation in daily personal life and several decades of legal, consulting, and entrepreneurial activities.
  

• 第2回 DEFINE AND OVERCOME STEREOTYPES:

  2.5 HOURS: FOCUS ON HOW YOU SEE THINGS DIFFERENTLY BETWEEN EVEN JAPANESE AND THEN DEFINE AND OVERCOME Cross Cultural Differences between Western and typical Japanese style Negotiation: Module will include Actual Cases in Negotiation and Analysis based on Trainer's Personal Experience (see Module 1 above)
  

• 第3回 DISTINGUISH POSITIONS v. INTERESTS:

  2.5 HOURS: As a published author Harvard based Reischaurer Japan Negotiation Journal, and an experienced Negotiator, I have seen hundreds of Japanese attempt to Negotiate Japanese that I have observed generally are obsessed with Positions. They get bogged down. They cannot tell the difference between positions and interests. Japanese get stuck with Positions they cannot persuade others to agree to. And they have no idea how positions are different from interests. Do you? You will learn how to!! Experience is the best teacher. let my experience guide you!!
  

• 第4回 DISTINGUISH SOFT AND PRINCIPLED NEGOTIATION:

  2.5 HOURS: Soft Negotiation has been the tradition here. That is due to Individual Culture as well as to business practice. The problem lies in that to most Japanese do not know any other method-at least in practical application. Many can give a loose definition of the concept of Principled Negotiation sometimes called "Win=Win" Negotiation. But in terms of applying the relatively complex concept, of "Win/Win" Negotiation, many-the majority of Japanese fail!!
  

• 第5回 FOCUS ON HARD NEGOTIATION:

  2.5 HOURS: Understanding and applying HARD NEGOTIATION poses an even bigger problems for the Japanese Trainees. Firstly, HARD Negotiation is totally unknown by most Japanese. It is rough and tough. And it is not taught here generally. And it is an emotional experience for a Japanese untraveled and untested in Negotiation. It is the standard for a number of foreigners and foreign companies doing business here. Though now a strange and unknown concept to Japanese, with the TPP and Globalisation, It will soon be very familiar. Only hands on experience by an experienced Western Professional in Negotiation and decades of experience in both Consulting and Training who can transfer this experience can effectively train this Skill!

• 第6回 TRANSITION FROM HARD TO PRINCIPLED OR WIN-WIN NEGOTIATION:

  2.5 HOURS: This is where Japanese usually do not have a clue.You must know and experience Hard Negotiation first! But how do you recognize when and if the other party "has had enough". There are always hints and signals to transition from Hard Negotiation. But even skilled negotiators here in Japan cannot detect them. When do you know if he or she suddenly wants to make a good and far deal? In this Module you will learn how to do the "impossible";

• 第7回 BRAINSTORMING PROPER OPTIONS

  2.5 HOURS: Brainstorming is the " key" to success". Developing ideas, generating options, attractive options to choose from is not easy. it is an acquired learning process. Here you will develop that process .from the content of the Negotiation or in this case, your training, is essential. As a published trainer in Negotiation who has conducted thousands of negotiations himself and has 21 years of experience in Tokyo, I can sort this out for you. By the end of this Module you will have practical formulas to generate your own ideas and proposals, in every situation, or in any situation that you choose.

• 第8回 B.A.T.N.A., W.A.T.N.A and COMPLIANCE:

  2.5 Hours: As a Harvard Educated Specialist in US/Japan Trade Relations, I studied Theory of B.A.T.N.A. as a method of deciding whether a Negotiated Agreement "on the table"should be accepted or not. However, in the process of reviewing and reanalyzing thousands of negotiations that I have conducted and also reviewing Negotiations within the ambit of my historic specialty areas, Meiji, WWI, and WWII, I came to realize that B.A.T.N.A was not enough. W.A.T.N.A. is a necessary step in the process and the process must be sufficient to do two things to finalise the negotiation:
  (A) to guarantee that the Negotiated Agreement is the proper choice
  (B) to ensure that the Agreement will be able to be monitored in such a way as to guarantee compliance.

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