Business Consulting

For The Legal Industry

Seminare_50x50This seminar focuses on training in legal disputability through special negotiation rhetoric, quick-wittedness, dialectics and moderation techniques. The participants review their own negotiating style.
They improve their negotiating skills, become more flexible and learn to differentiate between their feelings and their reactions more precisely and to use these more effectively in their own interest.

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Seminar Goals

Seminar Goals

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All lawyers have to master tricky negotiation situations and, in doing so, have to deal repeatedly with negotiation partners and opponents who are reacting “emotionally”: lawyers and non-lawyers alike. The ability to represent the interests of their clients by arguing effectively in these situations and to convince in a calm way is their key qualification.

– Negotiation as cooperation and conflict.

– Win-win strategies and their limitations.

– Figuring out the motivation behind decisions.

– Formulating proposals and arguments effectively.

– Convincing one’s own client.

– Contract negotiations.

– Preparing for negotiations.

– Negotiating from the weaker position.

– Acting out genuine cases.

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Common Lawyer Mistakes In Negotiations

Common Lawyer Mistakes In Negotiations

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The “typical” lawyer is initially unsuitable as a negotiator. He or she has to learn to do it, like riding a bike. Lawyers are trained as fighters, not as diplomats. They learn to do battle effectively and are able and willing to enter into conflict. Their ideal is the victorious hero in the arena, which is why the following mistakes are always made:

– A negotiation situation is not perceived as such.

– They discuss the wrong things.

– Too few questions are asked.

– There is too little use of subjective formulations.

– The emotional factor is not recognised.

– The parties haggle over positions rather than look for new solutions to accommodate interests.

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Checklist Comprehending One’s Own Situation

Checklist Comprehending One’s Own Situation

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Comprehending one’s own situation is important in bringing the appropriate calm and foresight to negotiations:

– What do I want to achieve?

– What is the worst-case scenario if I don’t manage it?

– Is there more than one way to achieve the result I want?

– Why am I striving for this result – what does it mean to me?

– Is my result formulated in a positive way?

– What do I not want and why?

– Where do my boundaries lie and where will I stick to my guns?

– Where am I willing to give ground?

What is important to me?

– How can I demonstrate my strengths without showing my weaknesses?

– What would be a good, a satisfactory, or at least an acceptable conclusion?

– How far may I go?

What will the client allow?

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Checklist Comprehending The Other Party

Checklist Comprehending The Other Party

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Comprehending the other party is essential when it comes to getting the most out of negotiations:

– What does the other party supposedly want to achieve and why?

– Where might their boundaries lie?

– What sort of strengths/weaknesses and strategies might they have?

– What, to them, would be an ideal position, an acceptable position and a climb-down position?

– How much power do they have compared to me?

– Does the negotiating partner have the authority to negotiate with me?

– How important is it to the other party to reach an agreement?

What would they lose if we were not able to reach an agreement?

– What legal, factual or operational limitations must be taken into account?

Intial enquiries will be answered free of charge.





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