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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 inter
8、nal 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 u
9、nvoiced 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
10、 discussions.- 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 differ
11、ent than other teams. They need good leadership. They need direction. And they need to be managed so they function efficiently and constructively.出师表两汉：诸葛亮先帝创业未半而中道崩殂， 今天下三分， 益州疲弊， 此诚危急存亡之秋也。然侍卫之臣不懈于内，忠志之士忘身于外者，盖追先帝之殊遇，欲报之于陛下也。诚宜开张圣听，以光先帝遗德，恢弘志士之气，不宜妄自菲薄，引喻失义，以塞忠谏之路也。宫中府中，俱为一体；陟罚臧否，不宜异同。若有作奸犯科及为忠善者，
12、宜付有司论其刑赏，以昭陛下平明之理；不宜偏私，使内外异法也。侍中、侍郎郭攸之、费祎、董允等，此皆良实，志虑忠纯，是以先帝简拔以遗陛下：愚以为宫中之事，事无大小，悉以咨之，然后施行，必能裨补阙漏，有所广益。将军向宠，性行淑均，晓畅军事，试用于昔日，先帝称之曰愚以为营中之事，悉以咨之，必能使行阵和睦，优劣得所。“能 ”，是以众议举宠为督：亲贤臣， 远小人， 此先汉所以兴隆也； 亲小人， 远贤臣， 此后汉所以倾颓也。 先帝在时，每与臣论此事， 未尝不叹息痛恨于桓、 灵也。 侍中、尚书、 长史、 参军，此悉贞良死节之臣，愿陛下亲之、信之，则汉室之隆，可计日而待也。臣本布衣，躬耕于南阳，苟全性命于乱世，
13、不求闻达于诸侯。先帝不以臣卑鄙，猥自枉屈，三顾臣于草庐之中，咨臣以当世之事，由是感激，遂许先帝以驱驰。后值倾覆，受任于败军之际，奉命于危难之间，尔来二十有一年矣。先帝知臣谨慎，故临崩寄臣以大事也。受命以来，夙夜忧叹，恐托付不效，以伤先帝之明；故五月渡泸，深入不毛。今南方已定，兵甲已足，当奖率三军，北定中原，庶竭驽钝，攘除奸凶，兴复汉室，还于旧都。此臣所以报先帝而忠陛下之职分也。至于斟酌损益，进尽忠言，则攸之、祎、允之任也。愿陛下托臣以讨贼兴复之效，不效，则治臣之罪，以告先帝之灵。若无兴德之言，则责攸之、祎、允等之慢，以彰其咎；陛下亦宜自谋，以咨诹善道，察纳雅言，深追先帝遗诏。臣不胜受恩感激。今当远离，临表涕零，不知所言。
