Negotiation, Persuasion & Difficult Conversations

This module builds the capability to influence outcomes, reach workable agreements and hold difficult conversations with respect and clarity. Learners will study interests-based negotiation, BATNA analysis, persuasive framing and the structured feedback models used in professional settings. The module places strong emphasis on managing emotion, hearing resistance and giving critical feedback without eroding trust. On completion, learners will negotiate internally and externally, deliver difficult messages, and sustain working relationships through disagreement.

Learning Outcomes

Prepare for a negotiation by identifying interests, options, standards, BATNA, WATNA and ZOPA.

Distinguish positions from interests and reframe conversations to expand the pie before dividing it.

Apply persuasive techniques responsibly, including Cialdini's principles and audience-appropriate framing.

Conduct difficult conversations using structured frameworks such as SBI, DESC and the Crucial Conversations model.

Deliver and receive feedback that is specific, timely, behavioural and oriented to future performance.

Use active listening, bridging phrases and tactical empathy to de-escalate tense exchanges.

Recognise and respond to common cognitive biases, pressure tactics and manipulation attempts.

Reflect on power, culture and ethics in negotiation and persuasion in a professional setting.

Topics Covered

Preparation canvas: interests, options, standards, alternatives, commitments

BATNA, WATNA and ZOPA: the geometry of a deal

Positions versus interests and the Harvard principled-negotiation method

Distributive versus integrative bargaining

Anchoring, concessions and the choreography of offers

Cialdini's six principles of influence and their ethical use

Framing, loss aversion and narrative in persuasion

Active listening, paraphrasing and summarising

Tactical empathy and labelling (Voss)

The SBI model (Situation-Behaviour-Impact) for feedback

DESC scripts (Describe-Express-Specify-Consequences) for assertive requests

Crucial Conversations: safety, mutual purpose and mutual respect

Bridging phrases, repair language and apologies that work

Managing anger, tears and silence in the room

Culture, power and ethics in negotiation

Skills Developed

Negotiation preparation Interest-based bargaining Active listening Persuasive framing Giving and receiving feedback Emotional regulation Conflict de-escalation Ethical influence Cross-cultural sensitivity Reflective practice

Suggested Resources

Getting to Yes - Roger Fisher, William Ury and Bruce Patton, Penguin

Never Split the Difference - Chris Voss and Tahl Raz, Random House

Crucial Conversations - Patterson, Grenny, McMillan and Switzler, McGraw-Hill

Influence: The Psychology of Persuasion - Robert B. Cialdini, Harper Business

Difficult Conversations - Douglas Stone, Bruce Patton and Sheila Heen, Penguin

Thanks for the Feedback - Douglas Stone and Sheila Heen, Portfolio

ACAS Guide to Managing Difficult Conversations - Advisory, Conciliation and Arbitration Service

Assessment

Learners are assessed through a filmed negotiation and difficult-conversation role-play with structured self-review, together with a theory-based knowledge check covering frameworks and ethics.

Role-play negotiation and difficult conversation with reflection65%

Multiple-choice knowledge check35%

Practice bank: 200 MCQs · Timed mock & self-paced modes

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