0900 - 1000hrs - United Nations Simulation: The Crocodile River Story - An exercise that demonstrates the importance of personal values in the context of a negotiation.
1000 - 1030hrs - Pre-Negotiation Briefing Report (PNBR) - Learn how to prepare for a negotiation with a formula developed by Howard Raffia, Professor of Managerial Economics at Harvard Business School and used at the John F. Kennedy School of Government at Harvard University for the Northern Ireland talks. The template includes:
1030 - 1130hrs - Creating a PNBR for the Mouse Exercise - Participants in the negotiation will analyse the simulation with their own PNBR. The simulation is a multiparty and multicultural situation on the creation of EuroDisney outside of Paris. The role plays will involve the mayors of the four districts where the massive American theme park is located, who will be negotiating amongst themselves and with the representatives of the French government, the French Chamber of Commerce and the Disney Corporation.
1130 - 1145hrs - COFFEE BREAK
1145 - 16:45hrs - Harvard Law School Simulation: The Mouse Exercise (including lunch and coffee break ) Participants will negotiate for five hours, both formally and informally.
16:45 - 1730hrs - Debriefing - Participants will talk about their experience of the negotiation and how they did, or did not form coalitions, how they or their counterparts claimed or created value, whether they or their counterparts were assertive or empathic, whether the PNBR prepared them for the negotiation, were they able to figure out their counterparts BATNA? They will also try to identify their own negotiation tactics in terms of the Thomas-Kilmann model.
0900 – 10:45hrs - High Context v. Low Context Negotiation Styles - How different societies approach negotiation and how they differ from the Western approach: These styles are analyzed in terms of process; time; information exchange; means of persuasion; and terms of agreement. Viewed in the context of these paradigms, it is easier to understand what our common interests are, if we are able to identify and overcome the barriers of our cultural difference.
United Nations Simulation: The Crocodile River Story - An exercise that demonstrates the importance of personal values in the context of a negotiation.
10:45-11:00 COFFEE BREAK
11:00 – 16:30 - Harvard Law School Simulation: The Mercury Game (including lunch & coffee breaks) Participants will negotiate for 5.5 hours, in a United Nations forum, both formally and informally, learning time-management of the negotiation process. Teams are: Japan (Chair); United States, China, European Union; Brazil (representing Latin America); Tanzania (representing Africa); Canada and three environmental NGO’s as lobbyists.
Scenario: Despite decades of scientific work on issues such as ozone depletion, climate change, and toxic chemicals, effectively communicating scientific uncertainty remains a major challenge in all environmental treaty negotiations. Strategies for incorporating scientific information into policy include developing scientific assessments, setting up subsidiary bodies to treaty negotiations, and framing the information in an appropriate manner. How scientific information is perceived has been, and will remain, a key challenge facing all international environmental treaty-drafting efforts. This Mercury Game is a role-play simulation aimed at scientists, students and decision makers. Playing the game will help participants explore the consequences of representing scientific uncertainty in various ways in a policy context. The game focuses on the credibility of various sources of technical information, strategies for representing risk and uncertainty, and the balance between scientific and political considerations. The game also requires players to grapple with politics – it explores the dynamic between the global “North” (the developed world) and the global “South” (the developing world) at the heart of most treaty-making difficulties.
16:30 – 17:30 - Debriefing - Participants will talk about their experience of the negotiation and how they did, or did not form coalitions, how they or their counterparts claimed or created value, whether they or their counterparts were assertive or empathic, were they able to figure out their counterparts BATNA? They will also try to identify their own negotiation tactics in terms of the Thomas-Kilmann model.