ABSTRACT
The simulations are graded into levels of complexity. Each simulation follows the same format. This chapter argues that the key to training negotiators is to observe and evaluate what they say and how they say it as they go through a simulation. For basic negotiating skills training it does not matter whether or not the simulations are based on the business of their negotiators or what degree of functional realism they exhibit. Simulations directly related to the business environment of the negotiators should be used and, in the pre-simulation briefing, the demand for more data should be anticipated and answered before it is raised. The case studies create learning experiences. Each case study takes a topic, describes the problem and asks questions that require the participants to apply the knowledge they already have, or leads them to the knowledge they need to acquire and asks them to share their views with the rest of the participants.
