1、Corporate Team Building in NegotiationsThere are times when having a negotiating team is appropriate.In corporate environments this is often the norm. You have the executive responsible for solving or managing the situation, the corporate counsel who may be involved or may enlist out-house counsel t

2、o litigate the matter, the staff insurance or risk manager, and the insurance carriers representative. This core team may then add professionals or experts depending on the complexity of the matter. There may also be other corporate representatives involved.In effect all corporate negotiations are t

3、eam negotiations no matter who arrives at the settlement conference.Like any other aspect of negotiations, teams need to be properly managed.If you are heading up a corporate team, you are responsible for that team no matter to whom the individuals report. You are responsible for its preparation, re

4、search, and the role each member will play. Thisis especially important if there are professionals often clients delegate the preparation and research aspects of a settlement conference to their legal staff. This would be fine if the issues were legal details. But when it comes to other issues and o

5、verall strategy, the responsibility should be vested solely with the lead negotiator.You need to build your team based on the needs of the occasion and not the desires of political factions within the company. Representation at each meeting is not a requirement for each onToyour team.member of the t

6、eam, especially if that individual proves disruptive to the settlement process. In establishing the team, make sure everyone knows their role, is prepared, and most importantly, that you have set the goals and objectives for the team.If you are not used to working with the members of your corporate

7、team, take steps to establish your role as team manager.Corporate Team Building Tactics:Welcome them to the planning session and indicate your appreciation of what they can lend to the team.Source the pecking order of the individual team members and see if there are potentially conflicting internal

8、goals and objectives to be resolved.Discuss with each new member of the team their role, qualifications, and specific areas of expertise.Ferret out areas where the other team members appear to not agree fully with you. Monitor closely the non-verbal reactions to the discussions to note any unvoiced

9、discord. You want your team to be focused and mutually supportive.Collectively establish the goal of the team and the negotiating parameters.Prior to each formal negotiating or settlement session meet with the team doing the negotiating and establish the goals and objectives of the day s discussions

10、.Decide prior to meeting with the other side if you want to reveal your leadership role during the meeting or let someone else lead the dialogue. There are times when it is beneficial to use a straw man while you observe the interaction of the other team.Negotiating teams are no different than other

11、 teams. They need good leadership. They need direction. And they need to be managed so they function efficiently and constructively.出師表兩漢：諸葛亮先帝創業未半而中道崩殂， 今天下三分， 益州疲弊， 此誠危急存亡之秋也。然侍衛之臣不懈于內，忠志之士忘身于外者，蓋追先帝之殊遇，欲報之于陛下也。誠宜開張圣聽，以光先帝遺德，恢弘志士之氣，不宜妄自菲薄，引喻失義，以塞忠諫之路也。宮中府中，俱為一體；陟罰臧否，不宜異同。若有作奸犯科及為忠善者，宜付有司論其刑賞，以昭陛下平

12、明之理；不宜偏私，使內外異法也。侍中、侍郎郭攸之、費祎、董允等，此皆良實，志慮忠純，是以先帝簡拔以遺陛下：愚以為宮中之事，事無大小，悉以咨之，然后施行，必能裨補闕漏，有所廣益。將軍向寵，性行淑均，曉暢軍事，試用于昔日，先帝稱之曰愚以為營中之事，悉以咨之，必能使行陣和睦，優劣得所。“能 ”，是以眾議舉寵為督：親賢臣， 遠小人， 此先漢所以興隆也； 親小人， 遠賢臣， 此后漢所以傾頹也。 先帝在時，每與臣論此事， 未嘗不嘆息痛恨于桓、 靈也。 侍中、尚書、 長史、 參軍，此悉貞良死節之臣，愿陛下親之、信之，則漢室之隆，可計日而待也。臣本布衣，躬耕于南陽，茍全性命于亂世，不求聞達于諸侯。先帝不以臣卑鄙，猥自枉屈，三顧臣于草廬之中，咨臣以當世之事，由是感激，遂許先帝以驅馳。后值傾覆，受任于敗軍之際，奉命于危難之間，爾來二十有一年矣。先帝知臣謹慎，故臨崩寄臣以大事也。受命以來，夙夜憂嘆，恐托付不效，以傷先帝之