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Case Studies

Researchers and students asked us for case studies, so we delivered. We hope that you're able to learn from these practical examples from around the world. Check out our negotiation training when you're ready to elevate your negotiation capability.

Issues in Negotiation: How to Solve a Problem

Negotiating with WalMart Buyers

How Microsoft Outnegotiated Netscape in the Browser War

Trust Building in a Trilateral China Japan Western Negotiation

Nepal–India Water Negotiations (Power Asymmetry)

Business Expansion Woven From Trust

Camp David Third Party Intervener

The Cost of Death on Chinese Roads

The Panama Canal Negotiations

Contract Renegotiation with the Chilean Government

A Negotiation Case Study: Exploring the Enron Case in India

Scientists and Bureaucrats - Orientation Issues

Gaming in Shanghai

Andorra Versus the European Community (EC)

How Giving Face in China Translates to Negotiation Success

Creative Problem-Solving in Negotiations

Power in Negotiation

Kuwait Invasion Negotiation Perspective

Lehman Leadership Negotiation Rivalry

Chinese Water Selling Negotiation

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Business Negotiation Examples

Negotiation examples.

At TableForce, we know how important it is to lead by example. That’s why we’re sharing a few of our best business negotiation examples to help you gain a negotiation advantage. Unlike our friends at HBR , ours are open source.

Whether you are looking to enhance your personal negotiation skills or seeking to transform your organizational culture through improved business-to-business negotiations, our negotiation case studies showcase practical negotiating techniques and tactics that lead to real-world success

Video Negotiation Examples:

Mike inman negotiating for apples - simple, mike inman negotiation w/, and evaluated by nahuel mongelli of università di bologna, enterprise sales, cost reduction, luxury real estate, leading by example: negotiation case studies.

TableForce understands firsthand that the key to successful real-life negotiations lies at the intersection of experience and education.

The TableForce partners have built our reputation on a combined seven decades of success at the negotiation table, working with organizations across continents, cultures, industries and communication platforms.

We have turned our experiences and knowledge into best-in-class negotiation workshops, seminars, video courses and training materials. Time and again, our clients have indicated that this unique background lends expertise, insight and credibility to our negotiation training. And the real-life examples we provide serve as one of the most powerful tools for learning.

Our client in the software as a service (SaaS) industry was bidding on a large enterprise rollout for a new customer. After two months spent scoping the project and hammering out details, a “handshake” agreement was reached with the customer’s executive vice president (EVP).

Soon thereafter, though, the EVP contacted the client and said “I spoke with our CFO. They said we don’t have the budget, and you’ll need to do better.”

Our client had already put together an aggressive offer to win the large deal. They wanted to maintain their great relationship with the EVP without reducing their margin–so they reached out to the TableForce partners.

Using The Buying Game ™ –unique intellectual property developed by TableForce to familiarize professionals with the processes and tactics most commonly used by purchasers–our negotiators were able to ask the right questions and better understand the buyer’s position.

Learn how planning better, communicating clearly, considering cost vs. value and re-scoping the project allowed our client to reduce their quote while protecting their margin, maintain their good relationship and reach a win-win outcome for both parties in this great business negotiation example.

Amalgamated, Inc. had recently centralized its procurement department. Part of that process included evaluating services, service levels and associated pricing across all the Amalgamated business units.

It was discovered that one business unit was paying a significantly higher monthly retainer to a supplier–in this case, their marketing agency of record. Amalgamated’s Chief Financial Officer (CFO) instructed a purchasing agent from the procurement team to “get the business unit’s costs in line with their peers.”

Luckily, this purchasing agent had been trained by the professional negotiators at TableForce. Learn how understanding relationships , remaining curious , staying flexible , planning better , trying harder and trading low-value for high-value concessions allowed the purchasing agent to make it through three rounds of external and internal negotiations.

The result? A rare win-win-win-win for Amalgamated, Inc., the business unit, the purchasing agent and the marketing agency–and a perfect example of how the business negotiation skills taught in TableForce training can be applied directly in the real world.

Our client had found their ideal luxury property. Even better, their fair market offer of $4.68 million had been accepted, though it was slightly below the asking price.

A week later, however, the seller’s agent contacted our client and informed them there was a mistake–in fact, the property would be sold to another buyer. The client immediately engaged an attorney specializing in real estate, as well as our TableForce partners. Research showed that our client’s offer had been accepted first, but that the other buyer offered well above the asking price–in cash.

The seller’s attorney was combative. The buyer’s attorney suggested that the best course was a lien against the property and a drawn-out court battle. Using our proven negotiation model and knowing that expectations impact outcome , TableForce suggested our client could do better.

Learn how planning better , understanding terms and conditions and trading concessions resulted in our client getting their dream home for their original offer of $4.68 million in this real-life negotiation example.

Want more real-life negotiation examples?

Working with tableforce.

As the best negotiators in the business, TableForce offers an unmatched depth and breadth of experience. With more than a century of combined, hands-on contract negotiation under our belts, TableForce has personally negotiated hundreds of millions of dollars in value on behalf of our client companies. Curious how we can make an impact for you?

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Case Studies

Since ENS was established in 1978, it has become the trusted partner of global brands and large corporations. To understand the pivotal role ENS has played in various industries, here are a few stories of how our programs have transformed the way people and organisations view negotiations and the successful outcomes it has helped achieve.

• Posted by ENS Team

Resurrecting a monopoly relationship critical to delivering shareholder value

The possibility of a second five-year marketing agreement between the world's largest producer of a certain commodity and a major trading house looked to be destroyed. Our advisers were called in by the producer company to give process advice, check the quality of preparation and to rehearse the team. The second agreement was signed to the benefit of both parties.

Video - Ahold Delhaize: Fact Based Negotiating using scale to improve buying in Europe

A negotiation case study video about using scale to improve buying in Europe.

Restoring Predictability in a World-wide Commodity Agreement

Achieving cultural shift in workplace agreement negotiations.

A client in the energy industry was faced with complex workplace negotiations and impending hostile strike action. ENS was called in to intervene and facilitate peaceful negotiations between the two parties.

Humanising the Process of Hostile EBA Negotiations

A client in the printing industry needed to conduct three separate negotiations quickly to avoid threatened strike action. We helped all sides to focus on relationship aspects and 'humanise' the process. Negotiations were concluded quickly, industrial action was avoided and the level of hostility significantly reduced.

Strategic Response to a Price Increase Demand

A client received a demand for a cost increase of over 20%. ENS trained the negotiating team and developed a negotiating strategy that focused on identifying and managing risks via structured questioning. After the negotiation, costs were reduced by more than 20% without straining the business relationship.

Empowering Key Staff to Become Effective Negotiators

The client was renegotiating an annual supply contract with a large supplier that set a contract price based on faulty assumptions on upward annual price reviews.

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4 Examples of Business Negotiation Strategies

• 15 Jun 2023

A negotiation is any discussion aimed at resolving an issue in a way that all parties accept. Since everyone approaches the bargaining table with their own motives and objectives, most negotiations don’t end with all parties getting their ideal outcome. To be a good negotiator , you must simultaneously create and claim value to get what you want while ensuring your counterpart also feels satisfied.

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You likely regularly engage in negotiations of varying degrees of formality. In business, negotiation can take the form of:

• Discussing costs and conditions with suppliers and vendors
• Closing a sale
• Determining a contract’s terms
• Asking for a promotion or salary increase
• Requesting budget allocation for a project

While there’s only so much preparation you can do, entering a negotiation without considering your strategy is likely to end in disappointment. To help prepare you for future negotiations, here’s an overview of the negotiation process and four strategies to consider for success.

4 Steps of Negotiation in Business

The negotiation process comprises four steps:

1. Preparation

Before the negotiation, define your:

• Zone of possible agreement (ZOPA) : The range in which you and other parties can find common ground.
• Best alternative to a negotiated agreement (BATNA) : Your ideal course of action if an agreement isn’t possible.
• Walkaway: The line where ending the negotiation is better than making a bad deal.
• Stretch goal: The best-case scenario for the negotiation’s outcome.

Once you’ve defined these, consider your counterpart’s perspective. What might their walkway or BATNA be? By doing so, you can set yourself up to strategize appropriately and make emotionally intelligent choices.

Additionally, determine your approach based on your and your counterpart’s expected motivations and goals. The strategies you choose should shift with the situation, but it’s important to consider them in advance.

2. Bargaining

The bargaining stage, or the discussion, is what typically comes to mind when you think of negotiation. It’s about creating value for both you and other parties despite your differences. It requires finding the ZOPA and working within it to claim the value needed to make the negotiation worthwhile.

Closing a negotiation can mean coming to an agreement or ending without reaching one. How a negotiation closes depends on each person’s motivations, requirements, and goals, as well as your relationship throughout the discussion.

4. Learning from Your Experience

Finally, reflect on the experience. Notice what went well, what didn’t, and what you’d try differently next time. This final step can help identify your strengths and weaknesses as a negotiator so you can sharpen and strengthen your skills .

To learn more about the skills needed to negotiate successfully, check out the video below and subscribe to our YouTube channel for more explainer content!

1. Define the Interaction by Showing Your Cards

Whether you strategize for it or not, how you approach a negotiation defines its nature and can set you up for success or failure.

In the online course Negotiation Mastery , Harvard Business School Professor Michael Wheeler explains that you “negotiate how to negotiate”—defining the interaction’s “who,” “what,” and “how” simultaneously.

“It’s about identity, roles, and relationships,” Wheeler says in Negotiation Mastery . “Social psychologists and neuroscientists have demonstrated that we form judgments of other people ultra-fast, just as they do of us. On a visceral level, we label someone as a friend or foe.”

Planning for how you want the interaction—and yourself—to be perceived is critical. One strategy is presenting the negotiation as a chance to solve a problem together. Related to this strategy is showing your cards—revealing your motivations and goals to your counterpart to an appropriate extent.

While many hide their cards to avoid being in vulnerable positions, Wheeler suggests in the course to share your goals in a way that prompts your counterpart to reveal theirs, too. This can build trust and yield a shared goal of creating value.

2. Make the First Offer, and Aim High

Deciding whether to make the first offer is vital before a negotiation. Contrary to popular belief, making the first offer isn’t a sign of weakness—it sets the stage for the rest of the conversation and gives you the power to define the range of possibilities.

The downside is that your counterpart may have been planning to make an even higher offer—in which case you’d limit yourself. Or, they may be so taken aback by your request that they end the negotiation before it’s even begun.

As outlined in Negotiation Mastery , the higher your aspirations, the more value you’re likely to get—but it’s also more probable you’ll walk away empty-handed. When making an opening offer, aim high to set the stage for bargaining, but not so high that your counterpart ends the discussion. Consider their goals, and ensure your initial offer provides value for them, too.

3. Don’t Raise Demands

Another strategy to consider is whether to raise your demands during the negotiation. By starting with small requests your counterpart will likely agree to, you enable them to make concessions until you drop your largest request.

The downsides of this approach are that, from then on, your counterpart won’t trust that your requests are final. They may not agree to even the smallest requests, knowing that you’ve raised demands in the past. It sets them up to believe you’re working to create a valuable solution for both of you but then going back on that plan with a demand for more.

4. End the Discussion Genuinely

If you aim to build a relationship with your counterpart, end the negotiation on a genuine note. Some negotiators reach an agreement and then double back—for instance, saying they need to ask their manager for approval, then giving an ultimatum demanding more.

While this bait-and-switch approach may earn you more value, it can also cause your counterpart to walk away if they can’t meet the added demand. Furthermore, if you want to build trust and foresee needing to negotiate or work with them in the future, being deceitful will erode your rapport.

Closing genuinely can also lead to more fruitful bargaining. If you know you won’t end negotiations until you feel comfortable with their outcomes, you’re more likely to have conversations that result in successful deals.

Sharpening Your Negotiation Skills

The strategies you employ depend on your scenario’s specifics. If the other party is someone you’re likely to negotiate with again, choose tactics that support trust to maintain a working relationship. If your negotiation is a one-off occurrence, perhaps go with a bolder, riskier strategy.

Thoughtful preparation and the ability to improvise are critical to negotiating successfully. To gain the skills needed to select strategies and navigate unpredictability, consider taking an online negotiation course .

With practice, strategies, and tools under your belt, you can approach the bargaining table with confidence and successfully close deals.

Are you ready to improve your negotiation skills and advance your career? Explore Negotiation Mastery —one of our online leadership and management courses —and download our free leadership e-book .

About the Author

Business Negotiation Examples: Everything You Need to Know

Business negotiation examples include a variety of cases involving small and large businesses, as well as organizations of all types. 4 min read updated on September 19, 2022

Business Negotiation Examples

Business negotiation examples include a variety of cases involving small and large businesses, as well as organizations of all types. For instance, songwriter and singer Robin Thicke and two other co-writers behind the hit “Blurred Lines” brought a lawsuit against surviving family members of Marvin Gaye in a predetermined move, requiring unspecified damages regarding a dispute pertaining to copyright violations. Gaye’s offspring filed a counter lawsuit, and also issued a lawsuit against the publisher who owns Gaye’s song in an attempt to force them to give up the case. Take note of the following other examples.

Starbucks Case

Another instance involves a disagreement that lasted for three years between Kraft Foods and Starbucks regarding the distribution of Starbucks coffee located in stores, but it was settled via an arbitration settlement that Starbucks had violated the contract with Kraft. Therefore, Starbucks had to pay Kraft $2.75 billion.

New York City Dispute

New York City was going to gain around $250 million in assistance and another $200 million in grants if the city reached an agreement on an evaluation method with the teachers’ union, which amounted to a four percent enhancement of state assistance. However, 2012 ended and discussions between the United Federation of Teachers and former mayor Michael Bloomberg reached a deadlock.

One the day of the deadline, both sides announced a final negotiating session that took place late into the night, but the final session failed to produce an agreement. Finally, Governor Andrew Cuomo levied an evaluation system within New York City.

Apple Lawsuit

In 2011, Apple issued a lawsuit claiming Samsung had copied the iPhone model when the company created the Galaxy phone lines. Samsung countersued Apple for failing to pay royalties for the use of its wireless transmission technology. Both companies have accused one another of mimicking the function and appearance of each other’s tablet and smartphone. Both giants displayed a certain amount of willingness to make compromises to prevent a court battle. At the suggestion of a California court, they reduced the number of contentious patents by half.

Both companies said they want to avoid legal battle, and since Samsung is one of Apple’s largest suppliers, execs from both companies wished to move beyond the dispute and move forward with the business relationship.

Simon & Schuster

In the case of publishing giant Simon & Schuster, months of negotiations reached a stalemate in 2013 against Barnes & Noble when the bookstore tried to gain additional leverage by reducing orders of Simon & Schuster properties. They also used other hardline negotiating tactics, in the form of not allowing the publishing giant’s authors to host store-based reading sessions. Since Barnes & Noble sells around 20 percent of consumer-based books in the U.S., the publishing firm’s agents, writers, and editors were apologetic over the bookseller’s choice to use them as a bargaining tool.

National Hockey Association Case

A progression on a lockout that lasted 113 days from the National Hockey Association occurred when federal mediator Scot Beckenbaugh intervened. When negotiations grew heated, he divided both sides and used shuttle diplomacy by addressing both sides separately to spot problems and see where there could be some flexibility. The end result dealt with the problem of player pensions.

Chrysler Dispute

Fiat had hoped to acquire Chrysler in an attempt to remain solvent. Fiat got the Canadian and U.S. governments’ investments in Chrysler, obtained in a 2009 bankruptcy deal in 2011 for $640 million. With that, Fiat tried to buy a stake owned via the Voluntary Employee Beneficiary Association (VEBA), but there was a disagreement over the value of the purchase. The dispute ended up as a $4.5 billion draft error.

Time Warner Case

When cable giant Time Warner noticed a large quarterly loss in TV subscribers, amounting to the biggest subscription loss in history, the bad news stemmed from a disagreement pertaining to TV network CBS regarding fees, leading Time Warner blocking CBS from millions of homes during 2013. The contract was hailed as a victory for CBS, winning a promise of higher fees regarding programming in those blocked cities, which went from one dollar per subscriber to two dollars, including digital rights in offering content to web-based distributors like Netflix.

Amazon Case

In 2007, five large publishers in the U.S. had negotiated a newer business model regarding e-book prices with Apple, which was about to introduce the iPad. After a publisher threatened to stall the release of the digital versions to Amazon unless it moved to a better model, Amazon agreed, with reluctance, and e-book prices shot up to around $14.99.

If you need help understanding business negotiations, post your legal need on UpCounsel’s marketplace. UpCounsel accepts only the top 5 percent of lawyers to its site. Lawyers on UpCounsel come from law schools such as Harvard Law and Yale Law and average 14 years of legal experience, including work with or on behalf of companies like Google, Menlo Ventures, and Airbnb.

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Great Negotiator Case Study Package

• Format: Print
• | Language: English

This special curriculum package includes the following case studies in the Great Negotiator Case Study Series, each of which features a past recipient of PON's Great Negotiator Award:

• 2000 PON Great Negotiator: "To Hell with the Future, Let's Get On With the Past": George Mitchell in Northern Ireland, featuring former U.S. Senator George Mitchell's work on the all-party talks in Northern Ireland between 1996 and 1998 that culminated in the signing of the historic Good Friday Accords
• 2001 PON Great Negotiator: Charlene Barshefsky (A) and (B), featuring former U.S. Trade Representative Charlene Barshefky's work from 1994 to 1996 negotiating a trade agreement with China
• 2002 PON Great Negotiator: Lakhdar Brahimi: Negotiating a New Government for Afghanistan, featuring former United Nations Special Envoy Lakhdar Brahimi's involvement in negotiating an interim government for Afghanistan after the fall of the Taliban in 2001
• 2003 PON Great Negotiator: Stuart Eizenstat: Negotiating the Final Accounts of World War II, featuring former EU Ambassador and Special Representative to the President Stuart Eizenstat's work facilitating the award of $8 billion in reparations from multiple European governments, banks, and companies to victims of World War II

Each case study describes the featured negotiator's background and examines the context, strategies, tactics, and outcome of a particularly difficult international negotiation in which the negotiator was involved. Used together, the case studies offer a unique opportunity to learn from recent history and to compare and contrast the approaches of three renowned professional negotiators.

About The Author

James K. Sebenius

More from the authors.

• Faculty Research

Negotiating in a Hurricane: John Branca and the Michael Jackson Estate

Overcoming barriers to resolving gaza and beyond, christiana figueres and the paris climate negotiations (a).

• Negotiating in a Hurricane: John Branca and the Michael Jackson Estate  By: James K. Sebenius and Alex Green
• Overcoming Barriers to Resolving Gaza and Beyond  By: James K. Sebenius
• Christiana Figueres and the Paris Climate Negotiations (A)  By: James K. Sebenius, Laurence A. Green, Hannah Riley-Bowles, Lara SanPietro and Mina Subramanian

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3 Successful Business Negotiation Examples From History and What We Can Learn From Them

Negotiation has been taking place in some way or another since the dawn of time. From barter and trade systems to the inception of currency, people have found ways to “cut a deal.” 

But how does negotiation from the past stack up to the negotiation techniques of today? While business has certainly changed, the success of negotiations still relies on some key factors.

We share three of our favorite successful business negotiation examples, why they worked, and what can be learned from each one. 

Table of Contents

3 famous negotiation examples, #1: the pullman carnegie negotiation of 1867.

#2: The Teddy Roosevelt Reelection Campaign of 1912

#3: Richard Branson’s Necker Island Deal

Would these successful business negotiation examples have the same outcome today, using real-life examples of negotiation, the maker group will help your team go from good to great .

When looking for negotiation examples online, there are a few that typically pop up as being the most iconic or successful negotiations in recent history. 

But many of these examples ended in legal negotiation, rather than business or contract negotiation , for example:

• Apple vs. Samsung – Samsung was originally ordered to pay $1 billion to Apple for patent violations but ended up having to pay more than $500 million.
• Starbucks vs. Kraft   – After a three-year battle, Starbucks was ordered to pay $2.75 billion to Kraft for breaching its agreement. 

One might beg the question, were they really good negotiation examples, or examples of negotiations gone wrong?

We decided to dig a little deeper to find three successful business negotiation examples that didn’t end in a legal battle.

Back in the 1860s, Andrew Carnegie and George Pullman were feuding over supremacy in the railroad sleeping-car business. The Central Transportation Company (controlled by Carnegie) was fighting with The Pullman Company (controlled by Pullman) to get the monopoly on the sleeping-car business of the Union Pacific Railroad.

Both companies were fighting each other, slashing prices, and eliminating any chance of profit.

Carnegie and Pullman had both gone to New York to meet with the board of directors with the Union Pacific when one evening at the St. Nicolas Hotel, Carnegie opened a conversation with Pullman by saying, “Good evening, Mr. Pullman, aren’t we making a couple of fools of ourselves?” 

“What do you mean?” Pullman demanded. Carnegie then expressed that he had been contemplating a merger of their two interests. He pictured, in glowing terms, the mutual benefits of working together as opposed to against each other 

Pullman listened intently but was not convinced. Finally, he asked, “What would you call the new company?” and Carnegie promptly replied, “Why, the Pullman Pacific Car Company , of course.” 

Pullman suddenly brightened and said, “Come into my room, let’s talk it over.” 

That talk made industrial history

What Lesson Can Be Learned From This Negotiation Example?

Foster a win-win outcome.

Sometimes it takes one party to put aside their ego to reach a mutually beneficial outcome.

Generally speaking, people like to win. When you can put aside your ego by giving the other party the symbols of success, it allows you to concentrate on the more important details of the negotiation.

When Carnegie suggested that the company be named after Pullman, he knew it would give both Pullman, and the public, the impression that Pullman had won the sleeping-car battle. But really, Carnegie simply decided that profits and success were more important to him than the name of the company.

#2: The Teddy Roosevelt Re-Election Campaign of 1912

In 1912, Teddy Roosevelt decided to make another run for president of the United States. As a crucial part of his campaign, Roosevelt was to make one final whistle-stop railroad trip through key states.

In these states, Roosevelt would make a quick speech designed to inspire the audience and leave behind pamphlets that had a “presidential” photograph of Roosevelt on the cover and his inspirational speech on the inside.

Some three million copies had been printed and were safely tucked away in the boxcars when just days before the train was scheduled to leave, campaign workers made a potentially costly discovery. Each pamphlet had a small line of print associated with the photo that read, “ Moffett Studios, Chicago. ” 

Moffett held the copyright which meant that each unauthorized use could cost the campaign one dollar. The potential $3 million cost of distributing all of the pamphlets greatly exceeded the campaign’s available resources.

Panicked campaign workers were left with two choices. Distribute the pamphlets without Moffett’s permission and risk getting sued for a ruinous amount, or hold on to the pamphlets and risk losing the election.

The workers agreed that negotiating with Moffett might be their only chance, so they sent an operative to speak with him. But much to their chagrin, they discovered that he was a bitter, old man on the brink of bankruptcy and desperate for money.

The campaign staff was feeling hopeless. With three million pamphlets already packed into the boxcars and no time to redo them, they felt the campaign was all but lost.

In a final act of desperation, the workers approached Roosevelt’s campaign manager, George Perkins , who, at the time, was a partner to J.P. Morgan. Perkins had negotiated many complex deals and knew exactly what to do.

Wasting no time, Perkins immediately summoned his stenographer and had the following cable dispatched to Moffett Studios in Chicago:

“We are planning to distribute millions of pamphlets with Roosevelt’s picture on the cover. It will be great publicity for the studio whose photograph we choose. How much will you pay us to use yours? Respond immediately.”

Almost immediately, a return telegraph was received from Moffett that read:

“We’ve never done this before, but under the circumstances, we’d be pleased to offer you $250.” 

Reportedly, Perkins accepted the offer — without attempting to get more from Moffett.

What Lessons Can Be Learned From This Negotiation Example?

Information is power.

The more you know, the more power you have. The more power you have, the more options there are at your disposal.

When Perkins learned that Moffett was on the brink of bankruptcy, he immediately saw an opportunity to turn the problem into a solution for both parties.

Perspective Is Important

Roosevelt’s campaign workers were so panicked that they failed to stop and consider Moffett’s perspective. They had no idea what Moffett would be willing to do, nor did they consider the fact that Moffett probably had no idea what they had already done.

Taking a step back and considering the perspective of the other party can give you the upper hand in negotiations. Presenting what seemed like an opportunity for Moffett ended up benefiting both parties in the long run. 

Creativity In Deal-Making

By focusing almost exclusively on the “price” or “cost” of their potential blunder, the campaign staff failed to consider other variables in the deal such as publicity for the studio and what that would be worth to him. 

In the 1970s when Richard Branson first heard about the Virgin Islands, he quickly became intrigued. After all, he had started a company called Virgin a few years earlier.

In a blog post about purchasing Necker Island, Branson wrote, “I had no idea where they were located or that they were actually called the British Virgin Islands, but one Thursday in 1978, I was told that they existed and that I could potentially own one.”

He recalls picking up the phone and calling the realtor,  “We were still in the early days of Virgin Records, and I by no means had the cash to buy an island. Luckily, the realtor didn’t know this and offered me an all-expenses paid trip to see the Islands that weekend. I agreed to go on one condition — if I could bring a guest.” He was trying to impress a girl at the time.

The realtor had the 74-acre Caribbean island listed for $6 million, but Branson didn’t have anywhere near that amount. But he didn’t give up. “Keen to impress my new love, I offered the highest amount I could afford: $100,000. As you can imagine, the realtor was less than impressed and left us high and dry to find our own way back home.”

However, a year later the owner of Necker Island had not received an offer and was desperate to sell at that point. Branson recalls, “Virgin Records was in a much better position than it had been a year before, so I quickly agreed to a purchase price of $180,000.”  This was a discount of about 97 percent off the original asking price.

“The only condition was that I would need to build a resort on the Island within four years,” says Branson. The island retreat is now a major attraction for celebrities and entrepreneurs from around the world.

And what happened to the girl he was trying to impress back in 1978? Well, the gambit worked: “I married her there 11 years later,” says Branson.

The Anchor Offer

Famous economist John Maynard Keynes once said, “When the final result is expected to be a compromise, it is often prudent to start from an extreme position.” 

Using an anchor offer from an extreme position, Branson was able to redraw where the middle ground of the negotiation would be.

Moral Compass

Richard Branson didn’t let his moral compass get in the way of his decision-making process while negotiating. He knew $100k was insultingly unfair, but he made the offer anyway. 

Comfortable Discomfort

Branson was most likely quite uncomfortable when making such a low offer, but he did it anyway. 

It’s awkward for many people to make extreme anchor offers or play hardball when negotiating, but all effective negotiators must get comfortable with being uncomfortable.

The Power of Silence

Sometimes the best thing you can do is stay quiet and wait for the other party to speak.

Branson waited a year after his initial offer, and despite really wanting the island, he knew he would have to wait for the seller to come back to him with a counteroffer.

While it’s impossible to know if these specific negotiations would turn out the same today, what we do know is that the fundamentals of negotiation haven’t changed that much because people haven’t changed that much. 

In most business negotiation examples, certain strategies and skills are universally recognized as necessary to succeed. Some of these include:

• Relationship-building
• Communication and listening
• Insight and perspective
• Collaboration 
• Problem-solving 
• Research and planning
• Persuasion; and

Negotiation doesn’t come naturally to everyone, but luckily, it is a skill that can be taught. Making a plan to improve your negotiation skills should involve training and a lot of practice.

Remember, the negotiation examples above all included business-savvy negotiators with years of experience learning from both their mistakes and studying the successes of others around them.

In business, who wouldn’t want to go down in history as an example of success? Our everyday negotiations might not put us on the list of the top ten most successful business negotiation examples, but they can certainly get you where you want to be with your company.

The Maker Group can help. Our team of skilled and experienced commercial negotiators can show your team how to excel at the negotiating table using real-life examples of negotiation success.

We’ve developed an 8-step negotiation process that’s backed by proven behavioral frameworks to maximize the potential of any team.

For more information, or to schedule a call with a member of our team, contact us today.

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Negotiation Examples — 6 Inspiring Stories to Learn From

Negotiation experience is the key.

• 6 Real-LifeNegotiation Examples 
• Procurement Expert’s Advice
• Frequently Asked Questions
• Negotiation examples refer to real-life situations in which parties reach an agreement through discussion and compromise.
• The ever-changing dynamics of marketplace trends render the previously negotiated business agreements unfit over time.
• Winning does not always mean a victory in negotiation. Sometimes, winning over negotiation will not work out in the long run, so it’s better to seek mutually beneficial solutions for both parties.

6 Real-Life Negotiation ExamplesThat Will Inspire You to Negotiate Better

1. deal termination between kraft foods and starbucks, what can i learn from it, 2. warner vs cbs, 3. talks between north and south korea.

4. The Sino-British Joint Declaration

5. the biggest ponzi scheme in the united states, 6. my negotiation as procurement manager at ahold delhaize.

• Strategic Sessions: Throughout the year, we organized strategic sessions per country, category, and format to understand each other’s interests and build trust, to win back customers.
• Preparation for the Negotiation: Preparation has two crucial points:
• The Negotiation Itself: Because there was trust, we knew each other’s interests and the right people were present, the negotiation went smoothly. Instead of convincing each other, we made proposals to meet halfway. The result was a win-win deal within two days. We gave each other what was important, instead of taking it away.

What have I learned from it?

Procurement expert’s advice on negotiation examples.

• Vendor Contract Negotiation
• Salary Negotiation
• Diplomatic Negotiations
• Price decrease Negotiation

Frequently asked questions

Who or what is the best negotiation teacher, why is negotiation experience easy to learn, why is negotiation experience considered the key to becoming a good negotiator, about the author.

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Rethinking Negotiation

• Barry Nalebuff
• Adam Brandenburger

For decades, negotiators have been working out agreements by focusing on interests, not positions. But the messy problem of how to share the gains created by deals has remained unresolved—until now. The answer, argue Yale’s Nalebuff and NYU’s Brandenburger, lies in accurately identifying and sizing the negotiation “pie,” which they define as the additional value produced by an agreement to work together. It’s the value over and above the sum of the two sides’ best alternatives to a negotiated agreement, or BATNAs.

The pie most people have in their heads, however, is the total value available to be split. Because of this, they argue over the wrong numbers and issues, taking positions that they think are reasonable but that are in fact self-interested.

Once the pie is properly understood, the allocation rule is simple: The parties in a negotiation have an equal claim on the pie, so it should be divided evenly. This is true regardless of what they can accomplish on their own, because both are equally needed to create the gains. This principle can be applied in a variety of increasingly complicated real-world scenarios, which the authors walk readers through in this article.

A smarter way to split the pie

Idea in Brief

The problem.

People don’t understand what’s really at stake in a negotiation. Their misconceptions make it much harder to reach an agreement.

Why It Happens

Negotiators focus on the total amount to be divided, not on the value created by an agreement. That leads to conflicting views on power and fairness.

The Solution

Recognize that the gains to be shared are the additional value the agreement creates over and above the sum of the two sides’ best alternatives. This negotiation pie should be divided equally, because both sides are equally essential to creating it.

Negotiation is stressful. A great deal is at stake: money, opportunity, time, relationships, reputations. Often that brings out the worst in people as they attempt to take advantage of the other side or try to look tough. So wouldn’t we all be better off if there was a way to treat people fairly in a negotiation and get treated fairly in return? In the following pages we’ll offer a simple, practical, field-tested approach that enables you to do just that.

• Barry Nalebuff is the Milton Steinbach Professor at Yale School of Management and a cofounder of Honest Tea.
• Adam Brandenburger is the J.P. Valles Professor at the Stern School of Business at New York University, distinguished professor at NYU Tandon School of Engineering, and faculty director of the Program on Creativity and Innovation at NYU Shanghai.

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Resources Negotiation case studies

Follow our real-life negotiation case studies and learn how to prepare a humanitarian negotiation step by step.

Understand how to apply the Naivasha Grid , a conceptual framework that supports humanitarian workers to prepare for and manage field negotiations more systematically.

For a more detailed explanation of our negotiation tools, check the  CCHN Field Manual on Frontline Humanitarian Negotiation .

Negotiate a vaccination campaign in a conflict area

Negotiate access and assistance in an idp camp, negotiate a vaccination campaign in a conflict area es, negotiate access and assistance in an idp camp es, negotiate a vaccination campaign in a conflict area fr.

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This panel addresses the current state of dialogue between humanitarian negotiators and armed entities, specifically to protect civilian populations.

The session will dissect the challenges encountered in these high-stakes discussions, including sanctions, political barriers, and trust deficits that hinder successful outcomes.

Through a negotiation lens, experts will explore effective strategies for breaking down these barriers, establishing common ground, and advancing civilian protection agendas.

The aim is to share insights, experiences, and good practices that can enhance the safety and security of civilians in conflict zones through improved engagement with weapon bearers.

• Pascal Bongard, Co-Director of the Centre of Armed Groups
• Houda Chalchoul, Senior Legal Officer at the United Nations High Commissioner for Refugees
• Juliet Kelechi Unubi, Humanitarian Diplomacy Advisor at the International Committee of the Red Cross
• Stephen Kilpatrick, former Advisor at the International Committee of the Red Cross and retired British soldier

Watch recording

Humanitarian action is guided by the principles of humanity, neutrality, impartiality, and independence. However, field realities often present scenarios where these principles may conflict with each other or with the urgent need to provide aid.

The decision-making process in these situations is intricate and fraught with moral and ethical dilemmas. Understanding the motivations and justifications behind such decisions is crucial for the evolution of humanitarian negotiation strategies and for maintaining the trust and safety of both aid workers and beneficiaries.

This panel aims to dissect the complex dynamics between adhering to humanitarian principles and confronting the harsh realities of conflict zones and crises.

• Jordi Casafont Torra, Head of Access Unit at the United Nations Office for the Coordination of Humanitarian Affairs
• Assem Elessawy, Operations Coordinator at the International Committee of the Red Cross
• Caroline Gaudron, Conflict and Humanitarian Advisor at Médecins Sans Frontières
• Ed Schenkenberg, Executive Director at HERE

In the past, learning opportunities in our sector were often provided through a single-agency format, driven by reasons like confidentiality and organizational specificity. However, the last decade has seen a shift towards interagency or multi-agency formats, enriching peer experiences and enhancing coordinated humanitarian efforts in the field. The Centre of Competence on Humanitarian Negotiation (CCHN) has embraced this approach, fostering a community of practice with over 8,000 members.

During this session, CCHN aims to highlight the benefits of multi-agency learning opportunities and explore ways to improve collaboration across different offerings in the sector.

Humanitarian negotiation, now recognized as a crucial competence, encompasses various soft skills such as communication, empathy, and influence. Its formalisation has led to a highly connected global community of practice, promoting peer learning and development.

Additionally, the session will commemorate the 10th anniversary of the Naivasha Grid, showcasing its impact and expansion through the community of practice in deep-field operations.

• Josef Reiterer, Lead of the Capability Development I Civil-Military Coordination Service, Response Support Branch (RSB) and Coordination Division at the United Nations Office for the Coordination of Humanitarian Affairs
• Panos Moumtzis, Executive Director of the Global Executive Leadership Initiative
• Alain Lempereur,
• Kristin Fabbe, Chair in Comparative Politics and Business, Director of Executive Education at the European University Institute
• Eileen Morrow, Policy and Advocacy Coordinator at the International Council for Voluntary Agencies

In this session, we will address the intersection of climate change, conflict, and humanitarian needs, focusing on negotiating for long-term solutions and resilience in vulnerable regions affected by environmental degradation.

• H.E. Mr. Jamal Jama Al Musharakh, Ambassador Extraordinary and Plenipotentiary Permanent Representative for the United Arab Emirates
• Shumaila Murtaza, Monitoring, Evaluation, Accountability and Learning Manager at Foundation for Rural Development
• Hugo Slim, Senior Research Fellow, Blackfriars Hall, University of Oxford

Watch recording.

Local negotiators rooted in their communities are pivotal yet often unrecognised in their contribution to resolving crises.

In this session, we will explore the intricate dynamics between ensuring the safety of humanitarian workers and the risk transfer from international to local actors within the context of negotiations, and how external actors can support local actors’ efforts without dominating.

It will address the strategies and ethical considerations involved in negotiating access, protection, and assistance while minimising associated risks for local partners.

The conversation will delve into how negotiation practices can be structured to safeguard all parties, with a special focus on the leadership of local humanitarians without transferring undue risk.

Panelists, including field experts, local negotiators, and security specialists, will share insights and debate approaches to achieving effective and safe humanitarian operations through negotiation.

• Mohammad Alzayed, Health Coordinator at Amel Association International
• Sana Bousbih, freelance Protection and Migration Specialist
• Anastasiya Marchuk, Head of Programmes at Nonviolent Peaceforce
• Andriii Pozniakevych, Head of Disaster Management Department at the Ukrainian Red Cross
• Amro Tarrisi, Head of Programme at Save the Children
• Joanna “Aśka” Warchał-Beneschi, NGO Forum Coordinator at the NGO Forum “Razem” (hosted by Polish Humanitarian Action)

Today, the vital role of women in diplomacy, mediation, and humanitarian negotiation is increasingly acknowledged yet underutilized.

Set against the backdrop of global crises, we explore the integration of women’s unique perspectives and strategies in these traditionally male-dominated fields.

This session seeks to identify and overcome obstacles to female participation, showcasing how gender diversity can lead to more effective and enduring solutions in peace negotiations and humanitarian interventions.

• Adnan Baghajati, Programme Coordinator – Humanitarian Access at the International Organization for Migration
• Anouk Heili, Humanitarian Specialist at UN Women
• Naw May Khin Thet, Senior Programme Manager at the International Rescue Committee
• Mariama Sawadogo, Humanitarian Consultant
• Ina’m Shakhatreh, Executive Assistant at Médecins Sans Frontières
• Diana Tamayo Vélez, Regional Officer for Protection and Accountability at the United Nations World Food Programme
• Irene Marina Zaddach, Programme Officer at the International Organization for Migration

When humanitarian and diplomatic actors collaborate, it can lead to more comprehensive and sustainable solutions, addressing immediate needs and the underlying causes of conflicts.

This session will explore how humanitarian diplomacy can be effectively integrated into frontline negotiations. It will highlight the importance of leveraging the intersection between these two aspects of humanitarian action.

Speakers, which include frontline humanitarian negotiators and seasoned diplomats, will share experiences from their unique perspectives, providing valuable insights into collaborative problem-solving in complex situations.

• Ghada Al Sayegh, Lebanon Missing Responsible, International Committee of the Red Cross
• Anastasiya Marchuk, Head of Programmes, Nonviolent Peaceforce
• Peter Maurer, CCHN Board President
• Ruvendrini Menikdiwela, Assistant United Nations High Commissioner for Protection
• H.E. Ms Lana Nusseibeh, Assistant Minister of Foreign Affairs for Political Affairs
• Ambassador Deike Potzel, Director Director General for Crisis Prevention, Stabilisation, Peacebuilding and Humanitarian Assistance, Government of Germany

Recording not available.

This workshop aims to equip humanitarian negotiators with strategies to increase their leverage and secure agreements when facing more powerful counterparts, such as non-state armed groups or dominant governments.

It will cover practical techniques, case studies, and psychological tactics specifically tailored for scenarios where the negotiator is at a power disadvantage.

The session will balance between exchanging expertise, storytelling, and competing in an interactive game on how humanitarians can negotiate with power.

• Johannes Rothe, Operations Advisor, International Committee of the Red Cross

How are misinformation, disinformation and hate speech employed to shift leverage and power dynamics during negotiations?

Join this session to learn how to identify and neutralise digital threats, maintain the factual groundwork of negotiation scenarios, and ensure the integrity of your negotiation processes.

• Nataliia Azhypa, Programme Manager at Direct Relief Poland
• Gary Karr, Speechwriter and communication expert at the International Organization for Migration
• Max Lamesch, Director for Humanitarian Affairs at the Luxembourg Ministry of Foreign and European Affairs
• Philippe Stoll, Senior Techplomacy Delegate at the International Committee of the Red Cross
• Dr. Maria Van Kerkhove, Acting Director of the Department of Epidemic and Pandemic Prevention and Preparedness as well as the COVID-19 Technical Lead – World Health Organization at the World Health Organization

The efficiency of humanitarian response following a disaster depends on how fast coordination structures are established, supply chains are enabled, and human and financial resources are mobilised.

Negotiating in disaster contexts becomes challenging because of the many parties involved. Often, survivors are turned into first responders until traditional humanitarian response mechanisms are set up. Then, when humanitarian actors step in, it’s necessary to negotiate and coordinate the response among the multiple actors.

In 2023, the CCHN launched its research on negotiating in the context of disasters. Since then, we have conducted a series of interviews to understand field practices, produced a report and developed a thematic session with the project to expand this topic in the future.

The CCHN first started researching the topic of communities at the centre of negotiations in the framework of the Middle East Think Tank, a year-long project developed in collaboration with the Harvard Humanitarian Initiative.

A group of CCHN community members shared experiences, reviewed litterature and worked with experts from other sectors to identify the main challenges related to the topic.

The group then led focus group discussions to develop good practices and tools that support frontline workers when negotiations involve communities.

Negotiating and operating in contexts affected by gang violence requires a strategic approach. These contexts tend to be volatile, unpredictable and hard to access. Establishing clear communication lines is hindered because gangs are highly fragmented and command changes often.

Research conducted by the CCHN points towards the importance of staff continuity, the need for long-term psychological support and building trust as best strategies to operate in gang-controlled areas.

We continue to work on this topic and offer practical advice to humanitarians working in these contexts.

To assist affected populations, humanitarian professionals often carry out negotiations with the support of interpreters. Communication changes when interpreters are involved, and if the negotiator or interpreter have little experience doing this, challenges arise, and negotiation outcomes suffer.

The CCHN regularly talks to negotiators and interpreters who work together in humanitarian contexts to understand what obstacles they face and how to remove them. Since 2022, we have developed a report, guidelines and learning modules to help interpreters and negotiators improve their working relationship.

Unlike negotiators in other fields, humanitarian negotiators are often exposed to extremely stressful environments over prolonged periods of time in addition to episodic intense pressure peaks.

Research conducted by the CCHN focuses on the causes and consequences of pressure, and best practices to counter it. We have developed a programme to help humanitarians to prepare, handle and reduce pressure, and offer regular meetings to discuss this topic in our community.

Humanitarian negotiations and humanitarian diplomacy are inherently intertwined, but what differentiates them isn’t always clear. Some see humanitarian negotiations as one of the many instruments of humanitarian diplomacy, whereas others see the latter as efforts made at a “higher” level by heads of agencies, heads of state and diplomats.

The CCHN continues to investigate this link to bring more clarity and identify opportunities of synergy between the two types of negotiations.

Humanitarians working in displacement contexts negotiate with multiple counterparts, including governments, camp authorities, host communities and affected people themselves. Negotiations often take place in a politically charged environment where humanitarians operate in a legal grey zone.

Since 2020, the CCHN collects information on negotiations in displacement contexts to understand the challenges faced by humanitarians. We have developed contextual simulations, case studies and workshops to support humanitarian practitioners working in these contexts.

Negotiations around health care are distinctive. They involve not only armed actors, but patients and their families, and are often highly emotional. Humanitarian practitioners must also navigate complex public health systems while maintaining humanitarian principles.

At the request of humanitarian professionals, the CCHN launched its research on the topic of healthcare and negotiations in 2019. Since then, we have developed negotiation workshops and case studies tailored to health care contexts, as well as a learning module on how to de-escalate a tense situation.

Protection remains one of the most challenging humanitarian outcomes to negotiate. It’s considered a “sensitive, abstract, non-priority, and controversial” topic by most humanitarians. This lack of consensus is what makes protection negotiations particularly difficult.

Together with its community, the CCHN has identified common challenges and best practices when negotiating protection outcomes. Out of this research, we developed a negotiation workshop on protection, simulations and a thematic group.

Private military companies, state militaries, government forces and armed groups are some of the most common counterparts humanitarians negotiate with.

These actors, however diverse, follow their own values, beliefs, honour codes and hierarchies. Understanding what makes them tick is key to building trust and negotiating effectively.

At the CCHN, we conduct research on how to best engage with state- and non-state armed groups and make it available for the wider humanitarian community through webinars, thematic sessions and publications.

Negotiating for safe and durable access often feels unstructured and speculative. Working conditions for humanitarian agencies can be difficult, local authorities may not be open to collaboration, and the compromise humanitarian practitioners achieve may not be appropriate to respond to humanitarian needs. So, how do humanitarians gain safe access?

The CCHN conducts research on humanitarian access negotiations. Our work aims to understand how humanitarians gain trust, establish guarantees and evaluate the impact of compromises. We collect best practices and lessons learned and share them during our workshops and in our publications.

Since 2018, the CCHN has investigated the impact of diversity in humanitarian negotiations.

Humanitarian practitioners at different managerial levels have shared their views in how their identity and their counterpart’s identity influenced negotiations they have conducted.

Experiences vary, but most humanitarians explained that during negotiations they stress specific elements of their identity, skills, and background — playing up those that allow them to establish a rapport more easily with their counterparts, and downplaying those that are perceived to be detrimental.

To continue the conversation around diversity, we regularly organise informal discussions to collect experiences, impressions and insights and bring back our findings to the community.

The CCHN supports humanitarian agencies in expanding their internal negotiation capacity by providing bespoke learning and development support for all staff members.

This activity is for you if...

…you are looking to strengthen staff members’ negotiation skills within your organisation. …you would like your internal negotiation training to be informed by recent research and by the practice of hundreds of humanitarian professionals working around the globe.

What will you learn?

The CCHN can support your internal Learning department in the design of a specific curriculum (either ad-hoc or permanent), based on our methodology and in line with your agency’s current challenges and learning strategy.

The curriculum may take a peer-to-peer online/onsite format, or it may be an individual experience through e-learning materials and self-learning.

We provide the requesting agency with access to the complete CCHN learning methodology. Alternatively, we embed learning sessions based on our methodology in an existing learning programme delivered by the agency.

We also support your agency in responding to specific challenges through tailored learning content with a thematic or regional focus.

Who can sign up?

Any humanitarian agency or learning institution.

What language will we speak?

English, French, Spanish and Arabic.

How to sign up?

Please contact us to obtain more information and a tailored proposal.

We support humanitarian agencies or field teams by advising them on negotiating access and protection based on our analytical tools and policy work.

…you are looking for tailored guidance navigating a complex humanitarian scenario. …you wish to be supported in the application of CCHN’s strategic tools to your local challenges.

The CCHN provides different levels of advisory support. Level 1  –  Bilateral technical support . We provide guidance to community members and partner organisations through the expertise of CCHN staff and specialised consultants. Level 2  –  Specialised research and policy response . The CCHN’s Research and Development team will provide in-depth analysis and guidance, in collaboration with the Operations team and selected members of our community of practice. Level 3  –  Direct advisory support . You will be supported by a CCHN Mobile Advisory Team comprising our internal operational capacity as well as external resources.

Discover state-of-the-art negotiation tools, apply them to your own negotiations, and critically reflect with peers while contributing to the advancement of research.

… you would like to “deep dive” into CCHN negotiation tools learned during Peer Workshops, Advanced Humanitarian Negotiation Workshops or Thematic Sessions. … you are testing and practising these tools in your daily professional life and engaging in critical reflection about the tools and your practice with peers and with potential support of CCHN mentors. …you wish to be among the first to test and validate innovative negotiation tools that have been recently developed by CCHN researchers and community members. …you are available and committed to joining at least three Negotiation Lab sessions.

Negotiation Labs are critical discussions and exchanges among field practitioners around existing or pilot tools and models that have been recently elaborated by CCHN researchers or by community members in the context of Thematic Groups. Labs may be co-facilitated by CCHN mentors and other selected members of the CCHN community with extensive humanitarian experience and excellent knowledge of CCHN tools. You will have the opportunity to test the tools, apply them in your negotiations and provide feedback for further development, while also supporting ongoing research efforts.

You should have previously attended a CCHN Peer Workshop or Executive Programme.

What is the event format?

Negotiation Labs are organised in small groups, based on demand, over three to five sessions. They take place online and include three to five participants.

Will you receive a certificate?

You will not receive a certificate for this activity.

Negotiation Labs are organised on demand.

Join other humanitarian practitioners and mental health experts over the course of a few days and strengthen your capacity to prepare, manage and recover from high-pressure negotiations.

…you are seeking a safe and confidential space to discuss with other humanitarian professionals about the personal challenges and dilemmas of negotiating under pressure or in high-risk contexts. …you wish to explore the latest tools and methods to identify, manage and cope with stress in complex environments. …(for retreats aimed at training facilitators) you are willing to facilitate similar activities in the future and to organise additional ones in your region.

Retreats will provide you with a safe environment to exchange and new techniques to better prepare, manage, and recover from high-pressure situations. You will learn how to build your resilience and support colleagues facing personal, ethical, and professional dilemmas.

Among the topics tackled during retreats are the mental, emotional and physical dimensions of pressure management and self-care as well as the “before”, “during” and “after” of negotiating under pressure.

You should have previously attended a CCHN Peer Workshop or Executive Programme. Retreats are particularly suitable for community members with a strong interest in the CCHN’s mental health and pressure management activities.

Some retreats aim to train new facilitators, providing them with the tools to organise their own workshops. In this case, you should have completed a Training of Facilitators and have a strong interest in the topic of resilience in negotiation under pressure. You should have the commitment and resources to organise at least two sessions / series of sessions / a retreat in your local context within the 12 months following the training.

English, French or Spanish; additional languages may be available for self-organised workshops, depending on the context where the retreat takes place.

Retreats take place in person. They typically last five days (some parallel activities may take place online for the wider community). They feature group discussions and exercises.

Retreats include a maximum of 25 participants. In-person participants should be able to cover flight expenses and visa fees.

Yes. Those who attend the event in its entirety receive a Certificate of Completion.

Visit the special events calendar reserved for CCHN community members and sign up online for the next event.

Learn helpful techniques to become more resilient to pressure during high-stakes negotiations and provide similar support to the members of your team.

…you wish to learn techniques to better prepare, manage, and cope with high-pressure negotiations. …you feel a need to share and exchange confidentially about issues relating to mental health and self-care during negotiation processes. …you would like to become more resilient and prevent the negative impact of pressure in the future. …you are planning to use self-management tools to support your team members through complex negotiations.

The “Prepare for Pressure” programme will help you better understand your behaviour, master your emotions, and learn methods to reduce the impact of pressure during high-stakes negotiations.

The workshop is provided regularly in English, French and Spanish.

The workshops, facilitated by expert pressure management consultants, take place online and are based on the sharing of the participants’ experiences. They include breathing and other body exercises.

The programme is composed of four modules lasting 10 hours in total. Workshops are normally organised every two months. Each event features a maximum of 25 participants.

Create a one-on-one relationship with another humanitarian professional within the CCHN community. Learn from and with a colleague who understands your negotiation context in a safe space for exchange and reflection.

… you are currently negotiating at the frontlines of humanitarian action. … you are looking for ways to strengthen your negotiation skills while discussing your own experience. … you would like to connect with other professionals while stimulating reflection, critical thinking, exchange of ideas, and brainstorming.

Mentors expand their negotiation expertise while developing soft skills like active listening, critical thinking, and providing feedback.

Mentees gain access to a safe, confidential space of reflection and exchange with an experienced peer negotiator.

Both mentors and mentees should have previously attended a CCHN Peer Workshop or Executive Programme. Mentors join the programme upon invitation, depending on the skills and expertise they demonstrate. They attend an onboarding workshop before becoming listed in the CCHN mentors’ database. Mentees can join the programme by submitting an online application. The CCHN team provides them with guidance so they can fully take advantage of the mentoring relationship.

Training and onboarding materials are available in English, French and Spanish; however, the mentoring exchanges can take place in any language shared by the mentor and mentee. The mentors currently available in our database collectively speak more than 80 languages.

Before entering a mentoring relationship, mentors attend an onboarding workshop where they learn about mentoring practices and skills including structuring a mentoring relationship, active listening and providing feedback. They later practice these skills during role-play simulations. Mentees who apply gain access to the CCHN mentoring database, where they can autonomously select and contact the mentor(s) whose profile or expertise best matches their needs. The one-on-one relationship between a mentee and a mentor takes place privately and confidentially according to the participants’ preferences.

The CCHN organises “Mentoring Coffee” events twice per month. All participants are welcome to attend and discuss mentoring practices as a group.

The mentors who attend an onboarding workshop in its entirety receive a Certificate of Completion.

Mentees do not receive a certificate.

Contact us if you are interested in becoming a mentee.

Join an informal, regular gathering of humanitarian professionals to discuss a specific negotiation challenge and produce practical guidance for humanitarian colleagues.

…you’re looking to receive practical guidance from other frontline negotiators on your operational challenges. … you are committed to working with other community members towards developing concrete tools, guidelines, or frameworks that can support humanitarian practitioners. …you wish to discuss with experts and researchers, engage yourself in operational research, create space for discussion, and think outside the box to find creative solutions to shared challenges. … you can commit to attending periodic discussions around the group’s topic.

You should have previously attended a CCHN Peer Workshop or Executive Programme. You should be committed to developing a particular topic related to humanitarian negotiation.

English or any other language depending on the preference of the group.

Thematic group meetings take place online at regular intervals (typically every 4-6 weeks).

Thematic groups are informal exchanges, and you will not receive a certificate for this activity.

Informal but structured group discussions around a specific negotiation angle or context, either online or in person.

…you’re looking for an informal group exchange on a certain challenge relating to humanitarian negotiations. …you wish to rely on the support of a global network to help you plan and carry out future humanitarian negotiations.

Anyone who has previously attended a CCHN Peer Workshop or Executive Programme.

Arabic, English, French, or Spanish depending on the geographical focus of each event.

Peer circles may take place online or in connection with in-person events. Their length varies depending on the theme; online events typically last one to two hours. Each event has an average of 20 participants.

Peer circles are informal exchanges; you will not receive a certificate for this activity.

Test your negotiation skills in a realistic scenario and put your knowledge of the CCHN tools into practice.

…you would like to test your understanding of the negotiation tools and methods learned during previous workshops. …you are looking to strengthen your problem-solving skills through roleplay and better prepare for your next negotiation.

Arabic, English, French, or Spanish.

Simulations can take place either in person or online, with the use of virtual interactive boards. They are usually organised as a complement to a Peer Workshop or another learning activity.

A simulation lasts between two and four hours and features a maximum of 30 participants.

Become a CCHN workshop facilitator and help other humanitarian professionals strengthen their negotiation skills while benefitting from their collective expertise. Take your engagement in the CCHN Community of Practice to the next level and lead Peer Workshops for your team or for the wider humanitarian community, with support from the CCHN.

…you are interested in learning facilitation techniques that are applicable across different domains. …you would like to benefit from the expertise of frontline negotiators sharing their own experience and practice. …you wish to share your learning on humanitarian negotiation with members of your organisation or other professionals across the sector. … you are available to facilitate CCHN Peer Workshops both online and onsite.

You will learn facilitation techniques to guide other humanitarian professionals in applying the negotiation methodology developed by the CCHN.

The topics discussed include active listening, effective communication, storytelling and delivering presentations without making use of PowerPoint.

At the end of the training, you will be able to facilitate CCHN Peer Workshops, including by using case studies and simulation exercises.

Active CCHN facilitators gain access to dedicated learning and sharing opportunities, including the Facilitators Annual Meeting.

You should have previously attended a CCHN Peer Workshop as an engaged participant. You should demonstrate a very good understanding of the CCHN negotiation tools and commitment to share your learning with other professionals.

Trainings of Facilitators are available both online and in person. Online workshops include four sessions lasting two hours each and welcome a maximum of 25 participants; they focus on building facilitation skills for online events.

In-person workshops last four full days and welcome a maximum of 15 participants. They are aimed at building skills to facilitate in-person events.

Once you complete the training, you will be invited to join Peer Workshops as a facilitator.

Yes. Those who attend the workshop in its entirety and consequently facilitate at least one Peer Workshop will receive a Certificate of Completion.

Advanced Humanitarian Negotiation Workshops offer participants an opportunity to consolidate their previous learning while acquiring advanced skills and tools to plan, manage or evaluate humanitarian negotiations. You will dive deeper into the behavioral aspects of negotiation through CCHN tools, putting them into practice in context-specific scenarios.

…you took stock of the negotiation tools and strategies discovered during a Peer Workshop and feel the need of more solid or in-depth grounding. … you are interested in advanced and more complex tools to plan and evaluate your negotiations and critically reflect about your current practice. … you wish to improve your negotiations and communication skills, experimenting and learning from mistakes. …you are a mid- or senior-level humanitarian professional carrying out regular negotiations at the frontlines.

Advanced Humanitarian Negotiation Workshops tackle different topics over four days:

• Day 1: Designing and understanding the mandate of the negotiation.
• Day 2: Understanding your counterpart.
• Day 3: Building trust and crafting an argument.
• Day 4: Designing a negotiation strategy (optional).

A negotiation simulation completes the workshop on the fourth day. The Advanced Humanitarian Negotiation Workshop is based on the sharing of the participants’ negotiation experience and simulations. You will be asked to (confidentially) share your negotiation stories with the group as a basis for joint discussion and exercises.

You should have previously attended a CCHN Peer Workshop or Executive Programme. You should also have several years of experience negotiating in the field.

English, Spanish and French – with the possibility of live interpretation into other languages.

Advanced Humanitarian Negotiation Workshops may take place online or in person. In-person workshops last for three or four full days, welcoming 16-20 participants. Online workshops can be organised on demand.

Applied Negotiation Workshops help humanitarian professionals develop additional skills to plan and carry out negotiations in specific contexts or around particularly challenging operational topics. Participants are introduced to context-tailored methods, tools and case-studies based on the latest CCHN research and on humanitarian practice.

… you’re seeking to consolidate your previous learning from attending a Peer Workshop. …you wish to acquire advanced skills and tools to plan and evaluate humanitarian negotiation and issue a mandate. …you are a mid- or senior-level humanitarian professional carrying out regular negotiations at the frontlines.

Applied Negotiation Workshops tackle different topics over three days:

• Day 1: Humanitarian negotiation as a personal endeavour and institutional process.
• Day 2: Humanitarian negotiation as a professional relationship: managing and leveraging risks.
• Day 3: Building trust and fostering legitimacy and strategic planning in complex environments.

In-person workshops last for three full days. They feature 16- 20 participants.

A successful negotiation does not only rely on the tools and strategies applied; it also depends on how the negotiator interacts with the counterpart. Learn how to develop negotiation skills including communication, self-awareness, emotional intelligence, and conflict management.

… you wish to become more aware of how your behaviour and body cues may affect the outcome of a negotiation. …you’d like to discover additional approaches helping to build a relationship of trust with a counterpart.

Each workshop is divided into four sessions, respectively focusing on:

• Self-awareness (social and emotional intelligence, microexpression and emotional triggers, conflict handling styles).
• Leading the team into the negotiation process (decision making, delegation and empowerment, making appropriate decisions).
• Communicating and transaction (local codes, influencing, listening skills, linguistics, creating trust, intercultural communication).
• Roleplay and the behavioural aspects of a negotiation.

Soft skills workshops are usually delivered online over the course of two days; they include roleplay and simulations. They are often organised in connection with another in-person workshop. Each event welcomes an average of 20 participants.

A first step into your CCHN learning pathway and an opportunity to join a global community of humanitarian negotiators. Peer Workshops provide you with knowledge of fundamental negotiation tools which are essential to plan, carry out and evaluate field negotiations. This knowledge will come in handy as you expand your negotiation expertise and prepare for more advanced workshops. Completing a Peer Workshops is a pre-requisite to join the CCHN community of practice and to attend other CCHN learning activities.

…you want to gain a fundamental understanding of negotiation tools and methods, share your negotiation experience and learn from others, connect with frontline negotiators in your region or around a specific topic, and set the foundation to attend more advanced workshops in the future.

• Carrying out a context analysis to understand the environment in which the negotiation takes place.
• Developing a tactical plan and assembling the right negotiation team.
• Critically reflecting on your role in the negotiation and how your counterpart may perceive you.
• Identifying the actors that may influence your counterpart.
• Understanding your counterpart’s position, reasoning and values.
• Defining your own position, your institutional limitations and bottom lines.

You will also discover some basic techniques to de-escalate a high-tension situation. You will then put your new learning into practice during a simulation exercise at the end of the workshop.

You should be a humanitarian professional with a minimum of three years of negotiation experience in a field context. Peer Workshops are open to both national and international staff of humanitarian organisations.

Arabic, English, French, Spanish or Portuguese, depending on the regional focus of each workshop. Learning materials can be translated into additional languages.

Peer Workshops are based on the sharing of the participants’ negotiation experiences. You will be invited to (confidentially) share your own stories with the group as a basis for joint discussion and learning.

Online workshops include six sessions, each lasting two hours (10 hours in total), taking place over the course of either three or five days.

In-person workshops are held over three full days and may feature additional thematic sessions.

The CCHN will accept a maximum of 30 people for in-person workshops and a maximum of 50 people for online workshops.

Visit our public events calendar to discover which of our upcoming workshops is most relevant for you, then submit your application online.

An interactive and confidential safe space for humanitarian decision-makers and senior management to share complex negotiation experiences and better lead negotiation teams as they navigate relationships with difficult counterparts. Completing the Executive Programme allows access into the CCHN community of practice as well as other advanced learning opportunities.

…you are a decision-maker within a humanitarian agency (Country Representative, Country Director, Deputy Director or equivalent level) and act as the mandator in frontline negotiation processes. …you wish to strengthen your leadership in guiding your agency’s negotiation teams. …you wish to build advanced negotiation skills in complex environments while becoming part of a professional network of senior managers.

The Executive Programme makes use of practical exercises, peer exchanges and simulations to encourage learning around the following topics:

• Designing adequate strategies for complex humanitarian negotiations.
• Sorting information and coping with disinformation in complex environments.
• Leading high-stakes negotiations while managing competing agendas.
• Managing and leveraging risks in frontline negotiations.
• Facing difficult counterparts and regaining trust.
• Constructing a positive dialogue on controversial issues.
• Developing a collaborative approach and professional culture in complex environments.

Seasoned humanitarian managers currently covering a Country Director, Deputy Director, or equivalent role.

Executive Programme workshops are usually held in person over the course of three days. However, different formats may be available upon request. Each event welcomes an average of 30 participants.

…you want to take a closer look at a specific topic or challenge you face as part of your negotiation processes and receive practical guidance from other professionals.

Thematic sessions are based on CCHN research and on the sharing of the participants’ negotiation experiences. We select operational themes or contexts and tailor the session around them.

Some of the topics we tackled in previous thematic sessions include: negotiating humanitarian access and corridors in sensitive contexts, negotiating with the help of interpreters, managing mis- and disinformation in humanitarian contexts, negotiating with armed groups, negotiating in the context of protection or healthcare operations.

Arabic, English, French, or Spanish depending on the geographical focus or topic of each session.

Thematic sessions may take place either online or in person. Length varies depending on the theme discussed. Each session has an average of 30 participants.

No, you will not receive a certificate for this activity.

…you want to gain a fundamental understanding of negotiation tools and methods, share your negotiation experience and learn from others, connect with frontline negotiators in your region or around a specific topic, and set the foundation to attend more advanced workshops in the future.

Each event welcomes an average of 30 participants.

Visit our public events calendar to discover which of our upcoming workshops is most relevant for you, then submit your application online. frontline-negotiations.org/events [email protected]

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Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

Best-In-Class Negotiation Case Studies

Negotiation case studies to help you improve your negotiation training and instruction.

By Lara SanPietro — on August 5th, 2019 / Teaching Negotiation

What’s one of the best ways to teach the art and science of negotiation? Negotiation case studies that spark lively discussion or facilitate self-reflection. Based on real-world examples, these teaching resources are designed to help students envision how to apply what they’ve learned in the classroom and beyond.

The Teaching Negotiation Resource Center (TNRC) at the Program on Negotiation offers negotiation case studies from renowned authors who’ve negotiated trade agreements, aided peace treaties, and handled many other high-stakes deals. By drawing on their own experiences, they’ve crafted negotiation case studies that are authentic, compelling, and enlightening.

Two of the TNRC’s most useful negotiation case studies are Negotiating About Pandas for San Diego Zoo and The Mariyinsky Palace Negotiations .

Featured Negotiation Case Studies

Negotiating about pandas for san diego zoo.

How do you negotiate from a position of relative weakness? It’s a question that plagues negotiation students and professionals alike. This case tackles the issue head-on with a negotiation between the executive director of an American zoo and China, the only country in the world that has giant pandas.

If that’s not challenging enough, the case becomes more complex when the China Wildlife Conservation Association, the US Fish and Wildlife Service, and nongovernmental (NGO) conservation groups get involved. Based on actual negotiations, this three-part case offers lessons for business, law and government students as well as professionals. By working on this case, participants can learn to:

• Pay attention to the “big picture” and the creation of frameworks (formulas) that structure a transaction or relationship between parties
• Identify different sources of bargaining power and BATNA (Best Alternative To a Negotiated Agreement)
• Handle uncomfortable topics or tasks in creative, tactful ways that are sensitive to the parties’ relationship
• Respond effectively to extreme demands from a counterpart
• Consider when (if, how) to incorporate cultural factors in plans for negotiation

The Mariyinsky Palace Negotiations

A factual case study based on the disputed 2004 Ukrainian presidential election, The Mariyinsky Palace Negotiations: Maintaining Peace Throughout the Ukraine’s Orange Revolution offers a rich illustration of complex multiparty negotiation dynamics.

This case study, which is based on extensive research and interviews with key observers, offers an account of the factors that contributed to the contested first runoff election, unprecedented second runoff election, and victory for opposition candidate Viktor Yushchenko. An advanced teaching tool, Mariyinsky Palace Negotiations features a comprehensive exploration of:

• Sophisticated negotiation techniques
• Coalitional and other multi-party dynamics
• The pressure of constituencies and the role of third-party facilitators
• The influence of external events on the negotiations

Take your Training to the Next Level with the TNRC

The Teaching Negotiation Resource Center offers a wide range of effective teaching materials, including

• Over 200 role-play simulations
• Critical negotiation case studies
• Enlightening periodicals
• More than 30 videos
• 100-plus books

Most TNRC materials are designed for educational purposes— for use in college classrooms or corporate training settings. TNRC cases and exercises help mediators and facilitators introduce their clients to a processor issue and help individuals who want to enhance their negotiation skills and knowledge .

Negotiation case studies introduce participants to new negotiation and dispute resolution tools, techniques and strategies. Videos are also a helpful way of introducing viewers to key concepts, and TNRC books , role-play simulations , and periodicals address the theory and practice of negotiation and conflict management.

Check out all that the TNRC has in store >>

Originally published in 2014.

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Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

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