Structure records of strategic negotiation and dispute resolution so that they answer the questions an auditor will actually ask.
Strategic Negotiation Skills and Organisational Dispute Resolution
Develop the judgement and the documentation needed to run strategic negotiation and dispute resolution properly.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on strategic negotiation and dispute resolution far more accurately than what their leaders announce. Authority is granted by the organisation; credibility in dispute resolution is earned separately. Most organisations already have a policy on this aspect of organisational leadership; far fewer can show it working. The programme builds the judgement to know which parts of strategic negotiation and dispute resolution to standardise and which to leave flexible. Each session closes with a decision the participant must justify about the practice within organisational leadership in their own setting. The programme converts dispute resolution from an area of general awareness into a set of repeatable practices. It is appropriate for those preparing to take on wider responsibility for strategic negotiation and dispute resolution. The most reliable predictor of sound dispute resolution is whether anyone reviews it when nothing has gone wrong. The final session converts the week's work on this part of organisational leadership into commitments with owners and dates.
Expected Learning Outcomes
Translate dispute resolution into objectives each person can see themselves in.
Hold difficult conversations about strategic negotiation and dispute resolution early, while they are still small.
Estimate what dispute resolution costs to run properly, and what is lost when it is not.
Judge when to escalate strategic negotiation and dispute resolution and when to absorb it.
Assign clear ownership for each element of dispute resolution across the functions involved.
Manage the emotional load strategic negotiation and dispute resolution places on you and on the team.
Who Should Attend
Internal auditors reviewing how strategic negotiation and dispute resolution is designed and operated.
Executives leading multi-function programmes involving dispute resolution.
Board members and non-executives overseeing strategic negotiation and dispute resolution.
Planning staff whose forecasts and budgets are affected by dispute resolution.
Project and programme managers whose success depends on strategic negotiation and dispute resolution.
Department heads and senior managers accountable for dispute resolution.
Course Modules
Strategic negotiation and dispute resolution: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Reading the room before proposing strategic negotiation and dispute resolution
- Agree the standard on strategic negotiation and dispute resolution and confirm it applies to everyone.
- Assess the workload dispute resolution adds and what you will remove to make room.
- Confirm that reporting on strategic negotiation and dispute resolution reaches the people who can act.
- Identify the data already collected that bears on dispute resolution.
Session 2Moving dispute resolution from approval to execution
- Confirm that those complying with strategic negotiation and dispute resolution understand why it exists.
- Draft the minimum viable leadership plan for dispute resolution.
- Identify which function can quietly block strategic negotiation and dispute resolution and address it directly.
- Write down the assumptions underpinning the approach to dispute resolution.
Dispute resolution: setting direction people can act on
2 sessions · 8 pointsSession 1Showing that dispute resolution changed something measurable
- Define acceptance criteria for strategic negotiation and dispute resolution in advance.
- Decide the point at which you would escalate dispute resolution.
- Check whether incentives anywhere reward behaviour that undermines strategic negotiation and dispute resolution.
- Recognise publicly one person whose work on dispute resolution went unnoticed.
Session 2Building lasting competence in dispute resolution
- Set the decision rights on strategic negotiation and dispute resolution: who decides, who is consulted, who is told.
- Ask the team what they think is wrong with the plan for dispute resolution.
- Prepare the summary of strategic negotiation and dispute resolution that senior management will read.
- Check that dispute resolution still works when volumes rise unexpectedly.
Dispute resolution: performance, standards and consistency
2 sessions · 8 pointsSession 1Building someone who can run dispute resolution without you
- Confirm that the people affected by strategic negotiation and dispute resolution heard it from you first.
- Test whether the team can explain dispute resolution in their own words.
- Estimate the resource strategic negotiation and dispute resolution requires to run as designed.
- Anticipate the objections dispute resolution will raise and prepare the answers.
Session 2Deciding on strategic negotiation and dispute resolution when the information will never be complete
- Plan the sequence in which improvements to strategic negotiation and dispute resolution will be introduced.
- Set the review point at which dispute resolution will be reconsidered.
- Close out actions on strategic negotiation and dispute resolution rather than leaving them open indefinitely.
- Test the procedure for dispute resolution against a realistic scenario.
Dispute resolution: delegation, trust and accountability
2 sessions · 8 pointsSession 1The decisions in dispute resolution that cannot be delegated
- Identify the conversation about strategic negotiation and dispute resolution you have been postponing, and schedule it.
- Agree the smallest change to dispute resolution that would be visibly useful.
- Decide what will be stopped to create capacity for strategic negotiation and dispute resolution.
- Benchmark the organisation's dispute resolution against comparable operations.
Session 2Moving dispute resolution through people who do not report to you
- State the outcome expected from strategic negotiation and dispute resolution in a single sentence anyone can repeat.
- Give one piece of specific feedback on dispute resolution within the week.
- Prepare how you will respond when strategic negotiation and dispute resolution is challenged publicly.
- Decide what you will delegate on dispute resolution and what you will not, and say why.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.