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  • Dale Village Representative - Peacebuilding
    Mitsubishi vans for transporting people or goods 60 pregnant cows 3 bulls 50 sheep A milk pasteurisation unit The Caritas representative has said she wants us the village representatives to decide how to distribute the goods among ourselves with only one condition each item on the list cannot be divided between different villages e g 500 kg of corn can be assigned to one village only and may not be divided among two or more villages If you and the representatives of the other four villages cannot reach unanimous agreement Caritas will sell the goods on the free market at whatever price it feels reasonable donate half the money to a charity organisation from another district and distribute the remainder in equal parts to the five villages Your interests Your village Dale is in an intensively cultivated valley Wheat and corn are grown in most of the fields as well as some fruit Some families breed livestock mainly sheep The village is quite far from the city market where most families sell their produce and there are no means of transport other than a tractor You are mainly interested in all the seeds the fertiliser and the apple trees The sheep would increase the village s flock The Mitsubishi vans would help a lot with transport to the city market The other items are not of interest to you although you might consider obtaining the power cultivators in order to rent them to people from other villages To help you decide what you want with a total of 100 points you have assigned 20 points for the fertiliser 15 points for the corn seed 5 points for the sheep 10 points for the red hot chilli pepper seeds 10 points for the pumpkin seeds 20 points for the vans 5

    Original URL path: http://peacebuilding.caritas.org/index.php/Dale_Village_Representative (2016-02-13)
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  • Popeye - Peacebuilding
    a minority of participants can see the cooperative potential in this activity and by building cooperation with their partner let their hands down the table as many times as possible in order to maximise their scores Both of them If that happens you will have some couples scoring dozens of points those cooperating and others scoring maximum 2 3 points those competing As a facilitator you shouldn t try to convince participants that cooperation is the way you can give a better service by helping them reflect about adversarial assumptions about negotiation and how these can influence the outcome Debriefing The following questions are not normative You can add delete or change as needed How do you feel How do you feel about this activity How do you feel about your partner How do you feel about the relationship with your partner How do you feel about your performance How do you feel about your partner s performance How do you feel about the other pairs Any pair in specific What happened What happened during the activity What happened at the beginning of the activity Did anything change during the play How What worked for you What got in the way what hampered you to get as many points as possible What did your partner want And you What kind of communication took place between you and your partner What messages were conveyed Whose responsibility is it that the activity turned to be competitive Why What have you learned What was the most important learning point from this activity for you What have you learned about adversarial assumptions in negotiation What have you learned about cooperation and competition What are the things factors that stimulate people to adversarial assumptions about negotiation What can you take with you from this activity

    Original URL path: http://peacebuilding.caritas.org/index.php/Popeye (2016-02-13)
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  • Preparing Your Negotiation - Peacebuilding
    they all know this might be a political negotiation in their Country a meeting between representatives of guerrilla and the government etc Then ask the groups to imagine being one of the parties and preparing to the negotiation Working with groups you can introduce a case taken from international news and bring it to the attention of participants Introduce the case with a short description and handout if needed and invite the groups to play the role of chief negotiators for any of the parties involved An example might be the international dispute over Iran s programs for uranium enrichment You can ask different groups to play the role of chief negotiators for Iran the USA Russia and others Local national and international news can provide you with many cases useful for participants practice After the fifth step in the process above described you can bring the discussion to the plenary starting by asking groups to share their findings Source The table in the handout is adapted from Ury William Getting Past No Negotiating Your Way from Confrontation to Cooperation New York Bantam 1991 1993 P 173 The presentation preceding the table is adapted from the same book PP 15 26 Handout Preparing Your Negotiation Preparation is essential for effective negotiation Spending time in preparation and not just on actual meetings is likely to increase your potential to get what you want Negotiation guru William Ury identifies five important points to a mutually satisfactory agreement 1 Interests Distinguish your position the things that you say you want from your interests the real motivations that lead you to take that position Try to articulate your interests make them clear to you first But this is not enough if you want to work with them on a joint problem solving journey you need to begin by figuring out their interests The key question here is why why do I want that why do they want that 2 Options Many negotiations fail because each party dwells on a single solution their position Instead try to separate yourself for a moment from criticism and evaluation and generate as many options as possible that might satisfy both yours and their interests Indulge welcome unusual options later you will judge how these may satisfy your interests 3 Standards How will you decide what you and them will get from this negotiation Instead of relying on a contest of wills and trying to win over them try to identify standards independent on either party s will for making a decision These might be the law traditional customs or the way similar issues have been dealt before market value etc Coming to the meeting armed with independent standards you can appeal to provides you with power of persuasion 4 Best Alternative to a Negotiated Agreement BATNA You might not always look for an agreement You might find alternative ways to satisfy your interests without agreeing with them You should choose an agreement only when this is more satisfactory

    Original URL path: http://peacebuilding.caritas.org/index.php/Preparing_Your_Negotiation (2016-02-13)
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  • Observing Role-Players - Peacebuilding
    mine is mine what s yours is negotiable Why should they cooperate with you when they can get what they want by using their power Adapted from Ury William Getting Past No Negotiating Your Way from Confrontation to Cooperation New York Bantam 1993 1991 pp 5 9 Handout 2 Sample Role Play Scenarios You can use any of the following simple scenarios for role plays taken from the activity Role Sketches You can also refer to the activity Negotiation Role Play for a more detailed scenario Alternatively you can refer to the activity Writing Short Plays for creating crispy scenarios together with participants during the workshop Scenario 1 Husband and Wife Dinner Time Role 1 husband You are Ilyas 37 year old agricultural worker adapt the names to suit the local context let participants choose It is 7 00 pm and you have just finished your shift at the farm where you work It has been a hard day the farm is harvesting and you and other workers are on a 10 hour a day shift since weeks You have just returned back home to find that your wife hasn t yet prepared dinner She s just back with your two kids they too will have to eat You are damn hungry and it seems like it will take a couple of hours before you will eat This seems to have become routine in your house your wife doesn t seem to understand that you need to eat at 7 00 pm Role 2 wife You are Selma 34 year old housewife with a husband and two kids It is 7 00 pm you have just rushed home with your two kids the day has been hot and hard Your day started at 6 00 am when you woke up to prepare breakfast for all the family and prepare the kids to go to school You woke them up dress up walked them to school From there on you have been running all day to provide the necessities for you family and house As usual in the afternoon you walked the kids to visit their grandmother She is old and sick you prepared dinner for her and on the way back home you stopped for a while at the park in order to let the kids meet their friends and play Now you rushed home to find your husband nervous and quarrelling over you because it s late and dinner is not ready This seems to have become a routine he just doesn t seem to understand that you ve run the whole day Scenario 2 Boss and employee deadlines and holidays Role 1 Boss You are Yoshi 36 year old single You are managing director of a communication and graphics firm Your firm is composed of a small team of three creative thinkers and designers plus one administrative and one PR staff You are working 12 hour a day in a row and are engaged 24 7 You do

    Original URL path: http://peacebuilding.caritas.org/index.php/Observing_Role-Players (2016-02-13)
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  • Five Barriers to Cooperation - Peacebuilding
    principles of joint problem solving look like thin air when compared with the stresses strains temptations and tempests of life You might come to the table armed with all your good principles but very easily end up in a face to face confrontation instead of solving the problem jointly You might dig into rigid positions attack the other side ferociously or let them take advantage of you Sounds familiar William Ury has identified a number of real world barriers that get in the way to cooperation Let s see the five most common of these Adapted from Ury William Getting Past No Negotiating Your Way from Confrontation to Cooperation New York Bantam 1993 1991 pp 5 8 II Ask the plenary to divide in sub groups of 3 7 individuals ideally you should form 5 sub groups one for each barrier to cooperation III Distribute the handouts making sure that each group receives a different one and announce the groups task After reading your task is twofold 1 Generate examples possibly taken from real life where your reaction has been an actual barrier to cooperation or their reaction their position their dissatisfaction their power depending on which barrier the group is working on 2 Devise strategies to break through the barrier of your reaction and transform confrontation to cooperation or their reaction their position their dissatisfaction their power depending on which barrier the group is working on IV Distribute papers pencils flip chart papers and markers to each group to take note of their discussions and prepare visual aids for presenting their findings to the plenary V Start group work and assign sufficient time Assist if needed VI After group work ask all groups to return to the plenary and invite them to present their findings starting from introducing to the actual barrier to cooperation they have worked on VII Boost and facilitate discussion Source The activity has inspired by Ury William Getting Past No Negotiating Your Way from Confrontation to Cooperation New York Bantam 1993 1991 pp 5 9 The handouts have been adapted from pp 8 9 Handout 1 Your Reaction The first barrier to cooperation is inside of us Most of us are reaction machines we feel like answering in kind when we are under stress we encounter a no or we feel we are under attack Frequently when we strike back we invite the other side to re do the same ending up with an action reaction cycle that leaves both sides losers Or under pressure we might just give in to end the negotiation and preserve the relationship Thus we lose and we expose ourselves to further exploitation from others as we have demonstrated our weakness Handout 2 Their Emotion A strong barrier to cooperation is the other side s negative emotions When they attack you they might be angry and hostile If their position is rigid that might be because of their fear and distrust When they are convinced that they are right and

    Original URL path: http://peacebuilding.caritas.org/index.php/Five_Barriers_to_Cooperation (2016-02-13)
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  • Acting Bargaining - Peacebuilding
    and made explicit their interests What difference can make for people who negotiate to explore their interests To what extent the expression digging into your position helps to define this interaction What happens when people who negotiate tend to dig into their positions What can be done to avoid digging into positions Note You can adapt or re write the script in the handout to make it more suitable for the specific workshop location and participants Handout Acting Bargaining Script for Actors Situation 11 30 AM Sarajevo city centre Inside a shop of traditional handicrafts and antiques A cloudy day It goes like this Sasa customer This silver dish is very beautiful It looks old Elma shopkeeper Yes indeed it s very old I m glad you noticed it It s one of the best pieces we have S How old is it E We reckon it was made at the beginning of the 19th century S How much does it cost E Well sir it s a great rarity I don t know if we can sell it S What do you mean Isn t this a shop E Yes but this is an extremely rare and I would say unique artefact S So how much does it cost E v Well if we could sell it and I d have to call the owner we d never let it go for less than 2 000 dollars S 2 000 dollars for a dish That s unbelievable Who do you take me for One of those rich expatriates working for international organisations E Sir as I told you it s something very special I couldn t consider anything under 2 000 dollars S If I were to buy it I wouldn t give you more than 200 dollars E

    Original URL path: http://peacebuilding.caritas.org/index.php/Acting_Bargaining (2016-02-13)
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  • Brainstorming on Culture and Negotiation - Peacebuilding
    chart What is culture II Have participants answering Stimulate participation quantity is more important than quality Write all emerging ideas on the flip chart If necessary use more papers and tie written papers on the wall in order to be visible to everybody III Stimulate discussion between participants different views IV If participants ask for it after brainstorming you can provide one or more definitions of culture for example That complex whole which includes knowledge belief art morals law custom and any other capabilities and habits acquired by man as a member of society E B Taylor The essence of culture shared tacit assumptions E Schein Culture as a learned set of shared interpretations about beliefs values and norms which affect the behaviours of a relatively large group of people M Lustig and J Koester Culture is the cumulative result of experience values religion beliefs attitudes meanings knowledge social organisations procedures timing roles spatial relations concepts of the universe and material objects and possessions acquired or created by groups of people in the course of generation through individual and group effort and interactions C Moore and P Woodrow V Write a second question on the flip chart How does culture affect way people negotiate VI Repeat the procedure at steps II and III Note This is a brainstorming session as a facilitator you should prevent yourself from exercising judgement on ideas expressed by participants Every idea is welcome and must be written down You can divide this activity in two parts and facilitate these at different times during the workshop The first part includes steps I to IV the second part includes steps V and VI Retrieved from http peacebuilding caritas org index php Brainstorming on Culture and Negotiation Categories ACTIVITY NEGOTIATION Views Page Discussion View source History Personal tools

    Original URL path: http://peacebuilding.caritas.org/index.php/Brainstorming_on_Culture_and_Negotiation (2016-02-13)
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  • Writing Short-Plays - Peacebuilding
    workshop You can modify the task instead of a 250 word scenario you can ask for a 50 or 100 word scenario Generally easier scenarios allow for more improvisation from players while more detailed ones can freeze spontaneity Even a two line scenario can provide action for several hours of debriefing For instance you can make a contest between participants on who writes the shortest best scenario for a negotiation role play Also you can have several pairs of participants playing the same very short scenario and conduct in between debriefing session in order to analyse and improve performances You can ask participants to write multi party role play scenarios with 3 4 5 or more parties Consider that writing scenarios with more the two parties can be quite complicate thus allow necessary time and provide help Handout Some Help for Writing a Role Play Your task You task is to design a scenario for a role play between two parties that involves negotiation skills Your scenario shouldn t be longer than 250 words including roles for both parties The essential element Conflict is an essential element of this kink of role plays You can create conflict for instance by supplying different information to each player by describing incompatible personalities attitudes or backgrounds and by creating contrasting goals or hidden agendas One example A Dinner Quarrel Role 1 husband You are Ilyas 37 agricultural worker It is 7 00 pm and you have just finished your shift at the farm A hard day it s harvesting season and you have been on a 10 hour shift since weeks You have just returned back home to find that dinner is not ready yet Your wife has just entered with the kids they too will have to eat You are damn hungry

    Original URL path: http://peacebuilding.caritas.org/index.php/Writing_Short-Plays (2016-02-13)
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