ABSTRACT
When playing a simulation in an interactive training session it is important to remember that the negotiators will learn most by being their normal selves, rather than trying to act an imaginary role which may be completely alien to their normal, let alone professional, selves. In the simulations that follow, participants should concentrate on the negotiating issues, rather than on playing imaginary roles. Negotiation is an unscripted interactive skill, and trainees benefit most by experiencing the interactions. The sharper the brief, the greater is the concentration on the interaction of the people negotiating the issues. Without doubt, analysis plays an important part in preparing managers for negotiation, but analysis is no substitute for experiencing and learning from their interactions with other players. A number of short simulations, played over one or two days, are the best foundation for improving individual skills performance.
