Role Plays To Teach Negotiation PDF

Twenty-Five Plus
Role Plays to
Teach Negotiation
Volume Two
Ira G. Asherman and

Sandy Vance Asherman
HRD Press, Inc. Amherst, Massachuset

2004 by Ira Asherman and Sandy Asherman
The materials that appear in this book, other than those quoted from prior
sources, may be reproduced for educational/training activities. There is no require-
ment to obtain special permission for such uses. We do, however, ask that the fol-
lowing statement appear on all reproductions:
Reproduced from Twenty-Five Plus Role Plays to Teach Negotiation, by

Ira Asherman and Sandy Asherman, Amherst, Mass.: HRD Press, 2004.
This permission statement is limited to reproduction of materials for educational

or training events. Systematic or large-scale reproduction or distribution, or inclu-
sion of items in publications for sale, may be carried out only with prior written
permission from the publisher.
Published by HRD Press

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Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Section I: Internal Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Chapter 1: Negotiating with Co-WorkersAuditing (5) . . . . . . . . . . . . . . . . . . . . .6

The New Audit System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
The Plant Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Site Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
The Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
The Study Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Chapter 2: Negotiating with Co-WorkersMiscellaneous (4) . . . . . . . . . . . . . . .41

The Subsidiary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
The Reporting System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
The Affiliate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
The Fisher Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Chapter 3: Negotiating with Co-WorkersEngineering (2) . . . . . . . . . . . . . . . .67

Division/Corporate Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Engineering Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Chapter 4: Negotiating with Co-WorkersTeams (6) . . . . . . . . . . . . . . . . . . . . .81

The New Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83
The Co-Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
The Team Member . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95
The Difficult Member . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101
The Beta Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107
The Difficult Discussion/Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113
Section II: External Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119
Chapter 5: Negotiating with Vendors (10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120

The Contract Manufacturer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123
Bad News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129
The Photographer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .135
The Final Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .141
iii
Twenty-Five Plus Role Plays to Teach Negotiation
The Market Research Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147

New Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .153
Clean Data File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .159
The Late Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .165
Wrong Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .171
The Telephone Call . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .177
Support Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .183
Skill Identification Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .187

Planning Worksheet Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .189
Negotiation Planning Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .191
The Successful Negotiator Observer Worksheet . . . . . . . . . . . . . . . . . . . .193
Practice Negotiation Debriefing Worksheet . . . . . . . . . . . . . . . . . . . . . . . .197
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .199
iv
Introduction
This is our second book of role plays on the subject of negotiation. As with the ini-
tial volume, this book has been designed for the management training and devel-
opment specialist who needs one or two role plays to use in a negotiation program.
Most of the practice negotiations (role plays) in this book were originally
designed for use in The Successful Negotiator, a program we have conducted over
the past twenty years for a variety of clients. We use role plays in the course
to enable the participants to practice what they have learnedhence the term
practice negotiation. We will use the terms role play and practice negotiation
interchangeably throughout this book. All of the role plays have been used in our
programs; you wont be the first to use them.
We have worked hard to provide you with practice negotiations in areas not
covered in the initial volume. We created two sections in this book: Internal
Negotiations and External Negotiations. We placed the role plays in each section
under several headings in order to make them easier to identify and find. The role
plays in the section on Internal Negotiations are with co-workers in Auditing,
Engineering, and Teams. In the External Negotiations section, the role plays are
with outside vendors in several fields. All role plays come from a variety of corpo-
rate settings, including pharmaceutical, medical equipment, retail, publishing, and
chemical. Each negotiation role play comes with a cover sheet containing informa-
tion about the role play: the time necessary for completion, the objectives, and
notes about any special issues the trainer should be aware of. The Time designa-
tion reflects only the time needed to conduct the negotiation; it does not cover the
time required for planning or debriefing. Feel free to change the time estimation to
fit your program and its objectives. The Objectives section details the objectives the
negotiation is designed to address. Special issues that might come up during the
role play are highlighted in the Trainer Notes section. Most of the practice nego-
tiations are straightforward, although some of them will require special treatment
if they are to work properly. For example, several of the role plays are better suited
than others for practicing the Issue Identification step in our negotiation process.
This information is provided in the Trainers Notes, along with directions that tell
you how to frame the role play instructions.
1
Our Approach
These practice negotiations were designed to teach the SUCCESSFUL NEGOTIATOR

approach to negotiation. This approach incorporates four critical concepts:
Successful negotiation is NOT an adversarial process, but one that estab-

lishes a collaborative framework for creative problem-solving.
The needs and interests of BOTH negotiating parties must be addressed
if there is to be a long-term solution.
Negotiation is an ongoing process. Todays negotiation will affect the
long-term relationship between the parties.
The negotiating process can be broken down into six distinct steps:
1) Planning
2) Climate Setting
3) Issue Identification
4) Bargaining
5) Settlement
6) Review
These six steps form the major units of the Successful Negotiator program; the
practice negotiations in this book are designed to illustrate these important steps.
In more detail, these steps are:
1) Planning
This step stresses the importance of planning, and discusses in detail the fac-
tors to consider when preparing for a negotiation.
2) Climate Setting
The first few minutes of the negotiation set the stage for what is to follow. Will
the proceedings be formal, collaborative, business-like, or antagonistic? This
step places the control over the tone of the meeting in the hands of the nego-
tiator, and discusses the steps to take in establishing an appropriate climate.
3) Issue Identification
All too frequently, negotiators move from a few words of greeting at the begin-
ning of the negotiation to hammering out the details of the agreement, with-
out first outlining the issues to be negotiated. This unit teaches participants
how to be clear about the objectives as well as the issues being negotiated.
4) Bargaining
The major negotiating strategies and tactics are reviewed in this unit. Each
strategy is discussed in a format that encourages an open, problem-solving
2
Introduction
atmosphere. It is in this section that one can gain a firm understanding of the
different rituals involved in each strategy, their implications, and how they can
be most effectively used.
5) Settlement
After agreement is reached, what then? Many deals fall apart because this last
step is not completed. This step summarizes the deal and ensures that both
parties meet their obligations.
6) Review
This step is designed to aid the negotiator in assessing how well he/she con-
ducted the negotiation and the degree to which he/she practiced the skills of
the Successful Negotiator.
Most of the practice negotiations in this book provide practice in Steps Two
through Five. However, when you give participants time to plan and debrief, you
are, in effect, practicing the entire six-step process. We urge you to give people suf-
ficient time to plan. If the organization has its own planning documents use them.
If not, use the ones provided in the Resource Section. You may tailor them to meet
your needs.
You will notice that some cover sheets direct you to use the role play
only for Issue Identification, since theres not enough information to warrant
a full negotiation. Because we have found Issue Identification to be the
most important and difficult step, we have provided more opportunities to
practice it.
In addition to the six-step process, successful negotiators make use of several
specific behaviors that we refer to as critical behaviors. They are described in the
Resource Section of this manual.
Debriefing Role Plays
You will notice that we do not spend much time discussing the content of the nego-
tiations. This is because our primary concern in debriefing is to ensure that partic-
ipants practice the specific skills and behaviors of the Successful Negotiator model.
We believe that it is also helpful for participants to practice these skills, using sce-
narios similar to their particular work situations. Some of the role plays were
designed to look at the six-step model, as well as to raise specific content issues.
We have indicated these issues in the Objectives section of each role play.
Depending on your objectives, you might wish to discuss the content in greater
detail. We have indicated which role plays warrant more in-depth discussion.
3
Debriefing Methodology
Once the role play is completed, use the following procedure for debriefing;
First, have the negotiators debrief with their observers. If you are using
groups of four, have one observer for each negotiator, and have them
debrief in pairs.
Then, have the entire group of four get together to discuss what went well
and what went not-so-well, so that they can learn from it.
In the large group, ask the observers to represent their group, reporting
what went well and what went not-so-well, and what made the difference
in the outcome.
Go around the entire group again and ask if there is anything they believe
should have been done differently.
Summarize the debriefing discussion.
Good luck!
4
SECTION ONE
Internal Negotiations
Negotiating with Co-Workers

Auditing
AUDITING
Introduction
Being an auditor is a difficult job. Auditors are frequently looked upon as outsiders
who get in the way, rather than as co-workers who play a valuable role in the organ-
ization. Many auditors want to be seen as consultantspeople who are there to
help.
All of the role plays in this unit are designed for corporate auditors, and were
written to provide a variety of situations auditors are likely to find themselves in
during the course of their work.
Before you use these practice situations, we suggest that you hold a discus-
sion about how the auditors believe they are viewed within the company, and how
they would like to be viewed. If there is any discrepancy between the two, have the
group explore why the discrepancy exists and what steps they can take to close the
gap. Sometimes the company or departmental philosophy and approach to audit-
ing is not clear. If this is the case, the discussion should be quite useful. The role
plays can be put in context, thus increasing their relevancy.
Peter Blocks book Flawless Consulting, available from Jossey-Bass, is a
good resource for helping people think about their role as an internal consultant.
7
Title: THE NEW AUDIT SYSTEM Role Play #1
Time: Thirty minutes
Objectives: To practice the six-step negotiation process.
To practice using a new audit system.
Trainer Notes: This role play is extremely helpful if you are introducing a
new system or teaching others to explore issues of change
particularly when a new process is being introduced.
Several questions usually arise in this situation: Should we
inform people beforehand, or not? What are the implica-
tions of each approach? Both issues are worth discussing
with the group.
Industry: Pharmaceutical
9
ROLE PLAY #1
PAUL STONE
Study Monitor
Melody Klein from Auditing called you earlier in the week to confirm your
appointment to review the audit findings on the study that Joan Morris recently
completed. You and Joan go back a lot of years; she has done a number of stud-
ies for you in the past, both here at Acme and at your previous company.
She has always done excellent work. Audits conducted early on in the study
generally reveal problems, but Joans work is considered to be first-rate by the
time she finishes. This is the first major study that she has completed for you
here at Acme.
Several months into the current study, the company conducted an audit, and
several problems were identified. You met with Joan and her study coordinator,
and went over the numbers. As far as you can tell, everything was taken care of.
Follow-up discussions with Joan confirmed your intuition. Youve paid close atten-
tion to this study because its so important.
You were very surprised when Melody called you to say that a number of prob-
lems were identified in the latest audit. At your request, she sent over the findings
yesterday. You reviewed them in preparation for this meeting, and are very troubled
and surprised. This looks like a totally different study than the one that was
audited six months ago. You cant believe that it is one of Joans studies. You heard
that a new system for field audits was being initiated. Of course, youre not sure,
but it sure sounds as if the rules were changed in the middle of the game. You won-
dered why this audit was taking so long, so you called Melodys office to find out.
Melody explained, Because of the studys importance, the audits are more detailed
and take longer. To say you are annoyed is putting it mildly. This isnt a way to do
business. Because this is a major study, you need accurate data in-house every four
months, and the plan calls for the final study report to be completed within three
months after the data is in-house. All of these audit findings could set the whole
process back by six months.
You called Joan to find out what happened. She said, They were very polite,
but looked at everything. It felt like the IRS was here. She went on to point out
that this was nothing like any other audit she had been through. It was a very
strange experience. Neither my study coordinator nor I was prepared for what
happened. It caught us very much by surprise, and I must say that I resented how
it was handled. The problems identified in the initial audit, while not immediately
remedied, were eventually resolved.
11
You are to meet Melody soon, and you intend to find out what is happening.
You dont want to have this type of problem on a major study. Even more impor-
tant, you are not anxious to have your boss discover what happened. If Auditing has
changed the rules, you expect that theyll also help to solve the problems. It would
be nice if they told you this, so that you can inform the sites. Joan is too good an
investigator and too important to the company. You dont want to do anything that
will jeopardize your relationship. This misunderstanding needs to be resolved
and soon!
12
ROLE PLAY #1
MELODY KLEIN
Auditor
Earlier this week you called Paul Stone, Ph.D., to arrange a review of Dr. Joan
Morriss audit. During the phone conversation, you indicated that there were some
problems. Paul asked you to get the findings to him before you meet so he can
review them and prepare for the meeting. This isnt something you usually do, but
because of your relationship with Paul, you decided to make an exception.
The audit findings were not good. A number of problems were identified, and
you are sure this wont make Paul happy, since this is a major study and he needs
accurate data in-house as soon as possible. Your report will clearly slow the
process down and delay the final report. You also know that Joan Morris has done
studies for Paul in the past, and your guess is that they have gone well. Morris has
an excellent reputation in the industry. She does a lot of studies and works for all
the major companies.
An audit was done several months into the study by one of your co-workers.
There were problems, but from what you were told, they have all been cleared up.
Paul and his staff worked with Dr. Morris to make certain that all would go well.
This is the first of Pauls studies to go through the new corporate audit procedure.
Now that you think about it, sending him your findings beforehand was probably
not such a great idea. If you know Paul, hes called Joan Morris and is panicking.
However, whats done is done.
This is the first audit study using the companys new approach to major
studies. It was an interesting experience. The audit turned up a number of findings
some similar to those you usually find, but also a significant number of new issues.
Several were identified in the initial audit, but there are a few new ones. The audit
took much longer than is typical; Paul, Dr. Morris, and her staff all asked several
times what was taking so long. The department made a very deliberate decision not
to tell anyone that a new process was now being followed. This was probably a mis-
take, but nothing can be done at this point.
Take the next several minutes to prepare for your meeting with Paul.
13
ROLE PLAY #1
KNOWN TO BOTH PARTIES
The initial audit was conducted approximately four months into the study. It
identified the following problem areas:
Inaccurate reporting of assay results.

Failure to implement protocol changes requested by the monitor via
formal amendment.
Documentation errors not noted in the inventory of the drug supply.
The current audit, conducted at the conclusion of the study, identified the follow-
ing deficiencies:
Protocol changes were made by the investigator without an official

amendment procedure.
There are inconsistencies in how the drug use was recorded.
Almost one-third of the drug supply cannot be accounted for.
Dates of assays were inconsistent. If the data is accurate, half the study
began on the same day.
Source documentation was not available.
The audit took four days to complete.
15
Title: THE PLANT MANAGER Role Play #2
Time: Twenty minutes
Objectives: To practice the six-step method of negotiation.
To review the issues critical to this type of audit.
Trainer Notes: This role play raises interesting issues about auditing the
performance of relatively new employees and how much
time you give them to implement changes. If this is an issue
your auditors face, this role play should be helpful. It is also
useful in situations where a company merges or buys
another firm that does things differently and changes must
be made.
This role play has the potential of becoming quite problem-

atic; it will depend on how the plant manager reacts and
how angry he/she gets. If the manager gets angry, pay
particular attention in your discussion to how this behavior
was handled. A follow-up discussion on handling difficult
situations might also be helpful.
Industry: Manufacturing
17
ROLE PLAY #2
BILL PETERS
Plant Manager
You are the Plant Manager in one of the companys food-processing divisions. Your
former position was as plant manager for a chemical company.
Last week, Matt Starr from the corporate office showed up unexpectedly to
conduct a site audit, which identified several areas of concern. Matt conducted the
same type of audit six months ago, just after you joined the company, and some of
the problems are the same ones he identified at the time. Youve been working on
them, but theres a limit as to how fast you can move! You are still new and you
must move carefully when making changes or youll lose everyones support.
However, it probably makes things more difficult from an audit perspective. Overall
production and quality have improved significantly since you began work, and that
wasnt easy to accomplish.
Matt really bothers you; he acts as if hes the government, not an employee of
this company. Hes not being helpful. At your old company, the auditors understood
that their job was to help.
Matt recently outlined his observations in a memo to you. They are:
When more than one person performs work on a specific operation dur-
ing manufacturing, the additional person(s) must place their signature
on the reverse side of the HR-12. Otherwise, the identity of the person
responsible for performing all operations will not be clear.
One person was observed wearing a ring on her finger while handling
food additives. This is in violation of the corporations operating proce-
dures. In addition, there are no written policies posted that prohibit the
wearing of jewelry in this areaand this is also corporate policy.
The employee performing the sterile checks on PYC Electrode #312
performed these checks prior to completion of the operation.
People were talking in the hallways and in the mens room about prob-
lems they were having with several devices.
Its not likely that the government will pick up on even half of these issues. It was
only Matts familiarity with the plant that allowed him to see these things. Moreover,
none of the items have any negative impact on product quality. When you left the
chemical industry, you thought you left all the government stuff behind. If they
would let you run the plant the way you want, the government would take care of
19
itself. The company wouldnt have any problems and the plant would be running
correctly and without incident, because everything would be okay.
You are also annoyed that this audit was done as a surprise. You dont think
that was fair, especially since the findings will be seen by senior management, and
will reflect negatively on your performance review. At a minimum, you want a
chance to make the appropriate changesor at least have a chance to respond.
Matt Starr is coming in now to discuss his findings in detail with you. How
can or should you deal with him?
20
ROLE PLAY #2
MATT STARR
Corporate Compliance
You are the companys Government Compliance Manager. You have been in this
position for the past two years. Prior to that, you worked for a pharmaceutical firm
in its compliance department. For the most part, you enjoy your work, but your
least-favorite type of activity is the meeting you will have shortly with Bill Peters,
one of your new plant managers. People here dont appreciate how difficult the
government can be if it conducts an audit and catches these kinds of issues. This
job is easy, compared to the pharmaceutical world.
Last week, you conducted a review of Bill Peters facility and identified several
areas of concern. Some of these same areas were identified six months ago during
the mock inspection you conducted shortly after Bill joined the company as plant
manager. This has you very frustrated, since you know that these are areas that
government auditors would cite if they were conducting the review. You wrote the
observations just as the government would have, and sent them to Bill. The
observations are:
When more than one person performs work on a specific operation dur-
ing manufacturing, the additional person(s) must place their signature(s)
on the reverse side of the HR-12. Otherwise, the identity of the person
responsible for performing all operations will not be clear.
One person was observed wearing a ring on her finger while handling
food additives. This is in violation of the corporations operating proce-
dures. In addition, there are no written policies posted that prohibit the
wearing of jewelry in this area.
The employee performing the sterile checks on PYC Electrode #312 per-
formed these checks prior to the completion of the operation. The
operating guidelines specify that the operation must be completed before
the sterile checks are conducted.
People were talking in the halls and in the mens room about problems
they were having with several devices.
The problem is in getting manufacturing to make the necessary changes. While

some change has occurred since your initial review, it doesnt appear as if Bill has
made much of an effort. If these guys would only listen to you about what the
government expects, your life would be much easier and so would theirs. Thats
21
why you were hired. You heard from others that Bill has done a great job improving
productivity and quality.
Bill was a former plant manager in a chemical company. You know that he had
to deal with the government there, so he knows how tough the government can be.
You also heard that he is unhappy with the surprise nature of the review, espe-
cially since the results are seen by senior management. The surprise nature is a
technique that you strongly believe works. Bill is difficult at best, and always looks
for every edge.
You are meeting with Bill shortly to review your findings and to see that the
necessary changes are made.
22
Title: SITE AUDIT Role Play #3
To practice reporting on a third-party audit.
Trainer Notes: This role play is designed for auditors and clinical research
personnel in the pharmaceutical industry. It raises the issue
of facts and feelings; auditors frequently want to focus on
the facts while the monitor is concerned with his/her
feelings and those of the investigator.
Pay particular attention to how the auditor dealt with the

feelings issue. Did the auditor acknowledge the feelings, or
did he/she just go to the facts? You might want to add a sec-
tion about feelings to your observer sheet to pick up on this.
It would also be helpful to precede the role play with a dis-
cussion of the importance of feelings and how to address
them.
23
ROLE PLAY #3
MAX McCARTHY
Auditor
You recently completed a fairly routine site audit. What was particularly troubling
to you was the disparity between the field monitors site visit reports and what you
found. Based on the reports, you didnt expect to find any problems. Not only were
there a number of audit findings, but the behavior of the site administrator and the
investigator confused you. Except for a quick hello and a I know youll find every-
thing okay, the investigator was not to be seen. While very pleasant, the study
coordinator seemed hesitant about sharing information. When you asked her about
some of the things you were discovering, she indicated that she knew about them
but had no more information, since she was relatively new. You got the feeling that
there had been problems between her and the investigator, but you werent able to
identify anything specific. She seemed to be in a very difficult position and was
obviously uncomfortable with what she should or shouldnt say.
The problems you identified were the following:
There were a number of study exceptions, for which there was no

documentation. The coordinator indicated that these exceptions were
approved by the medical monitor.
A number of Adverse Events were identified, but the only ones reported
were those that the investigator felt were directly related to the compound.
Drug (pill) counts were off.
There were discrepancies in dates as to when patients began the study.
The signatures on the CRFs are not clear. You are not sure if the investi-
gator has signed them or if someone else has.
At the conclusion of the audit, you discussed your findings with the coordinator
and let her know about the issues you identified. You attempted to meet with the
investigator, but he only made a brief appearance, saying he had another appoint-
ment. He said that he would be back shortly, and indicated that if there are any
problems, you should wait.
Your meeting with the coordinator took approximately thirty minutes. You
waited another forty-five minutes for the investigator. When he did not return, you
left. You told the coordinator that either the monitor or one of her staff members
would get back to them. You called the monitor to schedule a meeting so that you
can report your findings. It will be held shortly.
25
ROLE PLAY #3
PAM RICHARDS
Medical Monitor
The compliance group recently completed an audit at one of your sites. As is fre-
quently the case, the team raised issues that you dont believe are either important
or that will have a very serious impact on the overall study. Moreover, the compli-
ance team typically fails to consider the broader contextthe importance of the
investigator to the company, the study itself, and the sites history. However, before
you had a chance to call the investigator with the findings, he called you and was
clearly upset. He pointed out a few things:
These are typical start-up problems, and theyll be taken care of. Its
still early.
My administrator is relatively new and they shouldnt have put her
under this type of pressure. If there were concerns, they should have
insisted that I be there. It wasnt the right way to handle this type of
issueor a new person. Im really surprised at your people.
If there were problems, your people should have said something to me
at the conclusion of the visit. I came by while they were meeting with my
coordinator, and I figured everything was okay.
Based on the initial conversation, I wasnt clear about what they needed
or would be looking for. I know they sent a letter, but again, they should
have spoken with me.
He went on to point out that he has conducted many studies, and always comes
through. You know that hes right. In fact, you have heard that when the study is
completed, his work is usually first-rate. He has never previously done a study for
you. However, he has done work for several of your associates.
In your own mind, youre not clear about the importance or purpose of these
audits. Its really the end result that counts. You were once a research scientist
yourself and you know how time-consuming and difficult these site audits are. Its
a real problem at some of the better sites, where there might be several studies
going on. As for the problems identified, you see most as pretty minor. The inves-
tigator is someone you trust, and you are not looking to create problems. Besides,
hes considered a leading person in the field, and Marketing will need his support
to help with the product launch.
27
You havent yet seen the actual report. Basically, you know what the investigator
told you: the problems were minor, his coordinator is new, and not to worry, the study
will be fine.
You are troubled, not only by the possible findings, but how the audit was
handled, You think to yourself, We need to treat people with some degree of
respect and care.
28
Title: THE INSPECTION Role Play #4
To practice dealing with a person higher up in the organiza-

tion who has more academic credentials.
Trainer Notes: Once the role play has been completed and discussed,
survey the group to see how many people have dealt with
similar situations. Brainstorm approaches to addressing
the problem. Pay particular attention to Issue Identification
and how well it was handled.
In conducting the debriefing, spend time looking at why

certain people succeeded and others did not. Also ask the
people who played Dr. Stone for their reactions to the differ-
ent auditors. Pay particular attention to what worked and
what did not.
This is a difficult negotiation for auditors who must work

with people who have far more academic training than they
do and who use their position and prestige to intimidate
and put them down.
Industry: Chemical/Pharmaceutical
29
ROLE PLAY #4
FRED JAMES, Ph.D.
Auditing
You are Fred James, biologist and you have been at Good Chemicals for two years,
having previously worked for four years at Foods Plus (in their Quality Assurance
department).
Your company recently submitted several products that are now awaiting
government approval. The authorities have become more aggressive in conducting
pre-product release inspections at corporate processing laboratories. Because of
the governments increased activity, your department has become more active in
auditing all company labs.
You called Dr. John Stone, Processing Lab director, to arrange an audit, and
you were left with a very uncomfortable feelingalmost one of hostility. Although
Dr. Stone didnt say so directly, you know he wasnt happy with the idea of your
coming in to conduct an audit. This in itself isnt unusual, since no one is happy
when they get auditedleast of all someone who is so well known and who holds
so many degrees. Hes headed this lab for the past three years. Since you had never
audited this facility before, you asked a lot of questions about methods and
approaches. At the conclusion of the audit, these are your concerns:
Notebooks are incomplete. They do not indicate methods or procedures

used.
Instruments used to perform analyses were not listed.
There were two sets of data for one sample, but there was no explana-
tion as to why the sample was tested twice.
Because of all this, you arent sure that people are following standard operating
procedures. Although the company has no written guidelines about these issues,
the practices and procedures outlined do not comply with governmental proce-
dures. Notebooks should be specific as to what and how things were done; it isnt
sufficient to list only the results. Your own experience tells you that if a government
auditor became aware of this lapse, he/she would become very concerned and
suspicious. It would serve as a red flag: government auditors would start looking
at everything Stone and his people do. From your perspective, this kind of record-
keeping needs to end immediately. In fact, all the notebooks for the study you
just audited need to be completely reconstructed. You dont see any other option.
You tried to talk with Dr. Stone on two occasions during the audit, but he wasnt
31
freesomething came up both times. Stone is not easy. You now understand what
everyone meant when they said that this particular audit would be difficult.
You are about to meet with Dr. Stone to discuss your findings and develop an
action plan to address your concerns.
32
ROLE PLAY #4
J. STONE, Ph.D
Processing Lab Director
You are John Stone, an analytical chemist. You have been with Good Chemicals,
Inc. for five years, and for the past three years have headed the processing lab. No
one has ever complained about the quality of your labs work or found fault with
any of the work you have done personally. In fact, you received several corporate
commendations for your departments work on two recent government submis-
sions. You have never been reviewed by a government agency.
Your lab was recently audited by Fred James, a member of the companys
Quality Assurance group. Fred is a biologist by training, and you found yourself
explaining every single procedure and approach to him. He asked many questions
that seemed to be unnecessary, if not inappropriate. In fact, he didnt seem to know
how an analytical lab works, and asked to see all sorts of documentation, particu-
larly the notebooks. He asked to meet with you twice during the audit, but you
didnt have the time. In fact, your group is so overworked that just having him here
was a major inconvenience.
Fred completed his audit late yesterday, and asked to meet with you today to
review his findings. You have some concerns about his audit:
You are not doing anything new or different in your lab, and no one has
ever complained about your practices or procedures.
You are following department policy; the issues Fred James asked about
are detailed in the departments Approved Methods Handbook.
Having Fred here for two weeks was very disruptive. It also limited the
amount of work your department got out.
You are following the spirit of the law, if not the exact letter.
Most importantly, you are a scientistand a very good one. Your lab is staffed with
some top-notch people, all of whom are excellent scientists. If the authorities
needed to conduct a spot-check, theyd probably send a scientist who understands
the work of your lab and who wouldnt have to ask all the questions that Fred did.
Your meeting with Fred is about to begin. You hope to conclude the meeting
as quickly as possible, since you have several important meetings later on today.
Your meeting with Fred will be held in fifteen minutes.
33
Title: THE STUDY REPORT Role Play #5
To learn how to deal with an individual higher up in the

organizationa person who has more academic credentials
or who is difficult.
Trainer Notes: This is a difficult negotiation for auditors, who must deal
from time to time with individuals who have more academic
training and who try to intimidate others by using their
position and prestige to put them down. One variation on
this theme is to design the role play around people who hold
key positions and use their position as a source of power.
Once the role play has been completed and discussed,

survey the group to see how many people have been in sim-
ilar situations. Brainstorm approaches to addressing the
problem. Pay particular attention to Issue Identification and
how well it was handled.
Industry: Engineering
35
ROLE PLAY #5
DANA ADAMS
Quality Assurance
You are a relatively new member of the Quality Assurance auditing group. As an
auditor, it is your responsibility to review engineering reports for accuracy and con-
sistency and then get the authors to make the necessary changes. Most authors are
professional in this regard, and will make the changes you point out. Other audi-
tors seem to resolve these issues easily with their teams. Of course, theyve been
working with their teams for a long time.
When you were trying to learn this job, much of the jargon in these reports
made little or no sense to you. However, as time goes on, you have learned a great
deal by doing, listening, and working with several of the senior people in the depart-
ment. In the last few weeks, you have become much more confident, and you have
a clearer understanding of your role as auditor.
Several days ago, you reviewed a report written by Dr. Margaret Fish and found
a number of errors. Youre anxious about having to talk about these errors with
Dr. Fish, because shes known to be difficultif not rude. Youve sat in meetings shes
conducted and she doesnt appear to know or care who you are. When you ask a
question in a team meeting, Dr. Fish ignores it or provides a very cursory answer.
Then she proceeds with the meeting as if nothing was ever asked. Youre not sure how
much of her behavior is because you are new.
Dr. Fish is the director of Engineering R&D, and has been with the company
for six years. She has two Ph.D.s, and her degrees and licenses are framed and hung
on the walls in her office. In the first report you reviewed, she wrote in response to
one question, Youre not a Ph.D. If you want to question my judgment, get a post-
graduate degree. She did, however, make most of the changes you requested, but
chose to discuss several of them with your boss before making the changes.
Yesterday, as you were waiting downstairs to talk with another engineer about a dif-
ferent report, Dr. Fish walked by and saw you standing next to the file cabinets. You
smiled and said, Hello, Dr. Fish. Her only response to you was a cursory nod.
Youre very confident that the issues you noted in your audit are legitimate,
but youre worried about Dr. Fish accepting your comments and refusing to
change the specifics because of her defensiveness. You also dont want to spend
a lot of time on personality issues; you just want to get Dr. Fish to make these
changes, and then get out of there as soon as possible. Dr. Fish is not fully aware
of your auditing concerns; she only knows that you have several questions you
need to discuss with her. The issues you intend to discuss with Dr. Fish are:
37
1. You discovered that Dr. Fish incorrectly calculated the means for exer-
cise duration on one of the tables in an engineering report.
2. When the means are correctly calculated using weighted means, the
result is much higher than previously reported. This might be a statisti-
cally significant result.
3. You suspect that Dr. Fish will push for your approval or sign-off on this
preliminary review, but it is department policy not to sign-off until a
corrected, retyped copy is seen, changes are made, and the document is
verified as correct.
You have several minutes to prepare for your meeting.
38
ROLE PLAY #5
DR. MARGARET FISH
Clinical Research
Dana Adams of Quality Assurance asked to meet with you. In your brief telephone
conversation, he indicated that he had some questions about the report you for-
warded to him last week. Because of other pressing business and the fact that you
are about to leave on a business trip, you wrote this report rather quickly. You
didnt even review it after it was typed.
QA can be very difficult to deal with at timesespecially the newer people in
the department. It really bothers you when new people are sent to represent the
department on the project team. They frequently raise issues that experienced
auditors let go by because they understand the realities of the drug-development
process and the pressures you are under. They also know how to work with you so
that all the objectives are achieved.
In one of your reports that Dana reviewed, you had to take several issues to
his boss before they were resolved. You eventually did what they requested, but only
after it was explained in a more professional manner to you. These younger people
just dont have the necessary experience. Youre not sure what Dana has discovered,
but you are busy and dont have the time to make changes. You are scheduled to
leave on another trip in three days, and you intend to get the auditors sign-off
before you leave.
You have several minutes to prepare for your meeting with Dana.
39
Negotiations with Co-Workers
Miscellaneous
Title: THE SUBSIDIARY Role Play #6
Time: Forty-five minutes
To explore issues of boundary-role management.
Trainer Notes: This is an ideal role play to use if you are interested in look-
ing at boundary-role issues. This role play is one we use to
explore internal boundary-role questions. It can be particu-
larly effective in looking at issues that arise between a
corporate office and subsidiaries. It can easily be tailored
for use in any environment.
In addition to looking at how the negotiation was handled,

you should also explore issues related to the subsidiaries.
Consider having people from the subsidiaries come in to
talk about how they view corporate, how corporate views
them, and about how to work together effectively.
Some of the groups will talk solely about the compound,

while others will broaden the discussion and look at the
relationship and Toms perceptions. Explore the implica-
tions of this discussion.
If you need additional information on boundary roles, see

the following articles:
Inter-organizational Negotiation and Accoun-

tability: An Examination of the Adams Paradox,
by Cynthia Fobian (1987). The article can be pur-
chased from the National Institute of Dispute
Resolution, 1900 L Street N.W., Washington, D.C.,
20030.
The Structure and Dynamics of Behavior in

Organizational Boundary Roles, by J. S. Adams
(1976) in M.E. Dunette (ed.), Handbook of
Industrial and Organizational Psychology.
Chicago: Rand McNally.
43
ROLE PLAY #6
BETTY FIELDER
Government Affairs
You are Betty Fielder, the corporations government affairs manager, dealing with a
highly visible chemical product that senior management considers to be a top
priority. In fact, the project team has been told to go full-speed-ahead, and a great
deal of money has already been spent on field studies. Since this compound is one
of a new class of chemical additives, you contacted all the subsidiaries and asked
each of the supervisors to speak informally with the governmental agency there to
find out as much as possible about the likely requirements for approval.
Most of the subsidiary supervisors have gotten back to you. All of them report
that their agencys projected requirements are fairly reasonableall, that is, except
Thomas Hensen, the manager for Fenwick (a small but influential country). Hensen
reports that Fenwicks agency will require three or four more critical studies than
the team has planned, and want some of the studies to take place in Fenwick. His
interpretation of their requirements is, These guys are really concerned about the
impact on human safety. I know this agency: these people simply will not accept
what youre proposing without additional studies. Tom is not an assertive person,
and you believe that he doesnt always state the company position strongly enough
when dealing with the agency. Tom worked for the agency seven years ago before
joining the company; this is helpful in most cases, but you suspect that he over-
identifies with his former employer from time to time. The written regulations of
most countries are fairly general, and you have to depend on the local people to
accurately interpret them. Fenwick is even more of a problem, since its officials
dont like to talk until they see data.
You are being pushed by the team to get Fenwicks requirements so that they
can get moving. Marketing believes that Fenwick is extremely important to the
company because it carries worldwide influence regarding this type of com-
pound. In fact, when Tom described the agencys likely requirements, the team
leader suggested that he and a medical representative travel to Fenwick with you
to meet with the agencyto explain the importance of this new additive, and to
discuss how to address their concerns without doing all the additional safety
studies. This will not make Tom very happy. You believe that he might be over-
stating his agencys needs, and that he should be able to persuade the agency to
be more reasonable.
Tom is in town on another matter, and you will be meeting with him in
approximately ten minutes.
45
ROLE PLAY #6
THOMAS HENSEN
Registration Manager
You are Thomas Hensen, registration manager for the corporations Fenwick sub-
sidiary. A small but influential country, Fenwick is known for its rigorous govern-
mental approval process and the quality of its agencys science. The Fenwick
agencys written requirements are fairly general; reviewers usually interpret the reg-
ulations as they see fit and as they relate to the compound in question.
You have been in your position for about seven years now, and have gotten to
know your counterpart at the agency very well. You worked for the agency before
joining the company, and some of the people you worked with are still there. The
agency is generally very easy to work with, except when it comes to accepting
research data from countries other than Fenwick.
Several weeks ago, you received a request from Betty Fielder, registration
manager at corporate headquarters. The company is developing a new food addi-
tive and has what looks like a real winner. Betty asked you to find out from the
Fenwick agency what its requirements would be for this new class of compound.
You went to your contact at the agency (with whom you have a good relationship)
and talked with him about the general plans for testing this compound. He told you
that the government will not consider accepting this new class of compounds with-
out extensive human safety data, and that some of the testing should be conducted
in Fenwick. Although you agree with him on the need for such studies, you put forth
the companys argument that adequate safety data will be available from studies
that are being conducted in the United States and Europe, and that there is no need
for further studies. As usual, he remained adamant and said that there is little
chance of approval without the additional studies. While he wouldnt give you an
exact number, you guess that at least three studies of twenty-five people each in
Fenwick will be required. He did point out that he might be willing to talk with
you after seeing some of the initial data. When you spoke with Betty, you told her
that you figure three or four additional studies will be needed. Betty was not happy.
She asked to speak with you in person the next time you are in town, since the
company doesnt want to do that many additional studies.
You feel that you are being pressured to produce results that you dont think
you can deliver. However, Betty told you that the team leader and an R&D staff per-
son are proposing that they come to meet with the agency. You dont want to see that
happen, because it will look as if you arent able to do the job. It wont do much for
your reputation, either within the company or with the agency. On the other hand,
47
you could probably use their help in moving the agency along, but you need to con-
trol the process. You feel that youve done a good job in this position; your approach
has always been to work with the agency to build solid working relationships. You
believe you have accomplished this because you are not challenging them, but
rather simply presenting the companys position within the framework of how the
agency functions. Bringing company people in to meet with the agency might be
misinterpreted and could even have a long-term impact on your relationship with
the agency.
You are now at the corporate headquarters, having flown in for an international
conference. Betty asked you to stop by her office so that you can talk about this
matter. You will meet with her in about ten minutes.
48
Title: THE REPORTING SYSTEM Role Play #7
To practice solving a problem between co-workers.
Trainer Notes: This role play is particularly useful for situations in which
one person is held responsible for an ongoing task that he
or she does only on an as-needed basis. This individual
does not think the task is terribly important, but the co-
worker does.
Explore the differences between individuals who are

successful at their work and those who are not. If the legal
people take time to listen to the technical-operations per-
son, this negotiation will go well. If they try to use their
power to impose a settlement, the negotiations will proba-
bly be difficult.
As a follow-up to this role play, try to brainstorm approaches

to dealing with this type of situation. Encourage people to
talk about similar experiences and share how they handled
them. If you are working with a homogeneous group, have
the participants identify any other groups they have prob-
lems with, and use that as the basis of a discussion.
Industry: General
49
ROLE PLAY #7
MARC PFIEFER
Tech Operations
You work in Technical Operations. You just received a call from Marjorie Parks in
the Legal department, who wants to talk to you about something. One of your
responsibilities here is to make sure that the people who require access to the con-
sumer-complaint reporting system are placed on the system in a timely manner.
This is not something you initiate on your own, nor do people come asking to be
placed on the system. Instead, they go to someone in Legal, who sends you a
request to place them on the system. When youre not very busy, you can get the
work done in about two dayssometimes less. Once in a while, it might be three
days before you can get to it, but never more.
Once people are on the system, you must complete the process by returning
the original request form to Legal, indicating precisely when access was established
and for what data. You also must show that you conducted the appropriate tests to
make sure that a password was established and that there are no discrepancies. As
frequently as not, you forget to complete and return the form to Legal. Its not that
you dont care, but in all honesty, you arent clear about why this has to be done.
The names of those who are put into the system will eventually show up on the
computer in the weekly summary, so Legal will certainly know that the request has
been taken care of. This should be enough.
People here think you have nothing else to do. This task is only a small part
of your work, but its a real pain, since its not something you can schedule.
Whenever a request is received, youre expected to respond in no more than
three daysregardless of what else is happening. The work is not complicated,
but it does involve several hours of your time and only serves to interrupt
whatever else you might be doing. Youve been thinking of proposing to your
boss that the system be changed so that you can take care of the entire process
and do it all by computer. In fact, you are going to mention it when you meet
next week.
This whole system makes little or no sense to you. Youre not sure why the
system is the way it is. No one ever explained the whyonly that one of your tasks
is to do it. Companies install computer systems to reduce paperwork. All this sys-
tem has done is increase the amount of paperwork and the number of people
involved. From your perspective, the entire process would be improved if people
simply came directly to you with their request. You would place them on the sys-
tem, and thats it. Quick and simple!
51
The real problems are with the folks in Legal. They act as if this is the most
important thing you have to do. They get real upset if youre late in getting some-
one on the system or you forget to complete the paperwork. Thats probably whats
given rise to Marjories request to talk with you. You forgot to report that several
people were placed on the system. In fact, you got them on the system almost
immediately but forgot to tell her, because several other important issues came up
that required your time and immediate attention. You were lucky to get them on the
system as quickly as you did. Marjorie is on her way over to see you, and you expect
her any minute.
Known to Both Parties
Marc Pfiefer from Tech Operations is relatively new to the companyin fact, he has
only been here for six months. (He replaced someone who quit unexpectedly).
A meeting was held with Marc Pfiefer soon after he arrived, and the Adverse
Impact reporting process was reviewed at this meeting. There have been no conver-
sations since that time.
52
ROLE PLAY #7
MARJORIE PARKS
Legal Department
Your job is to keep the consumer complaint reporting system current. As part of
your responsibilities, you also make sure that people who need access to the sys-
tem get it. You are not involved in doing the computer workyou send that on to
the people in Tech Operations, who complete the actual work and let you know
when its been completed. Company policy requires that the process take no more
than three days to complete. You are not sure why, but thats the policy.
The correct procedure is as follows:
You receive a written request to be placed on the system.

You send that request to Tech Operations.
In three days or less, you receive written notification that the person now
has access to the system.
For a variety of reasons, the process is not working as it should. You are often not
notified by Tech Operations that people are on the system. This has proved to be
embarrassing, since people frequently call you with a problem or a question that
requires system access, and sometimes you dont even know that they have been
put on the system. On several occasions, youve been able to pick up the informa-
tion from the weekly summary on the computer, but you should have received writ-
ten notification. Its embarrassing when this happens. Not everyone is permitted
access to everything and your job is to monitor the process. In addition, the
government requires that these requests be written and that the entire process be
documented in writinga clear paper trail. Quality Assurance audits your work,
and if you dont have the appropriate documentation, they will write you up. This
has never happened, and you dont want it to happen!
The person handling this process is relatively new, but he should know what
needs to be done and how to do it. His predecessor not only got everyone on the
system quickly, but got the documentation to you immediately. You need to have a
good working relationship if the process is to work.
Early last week you sent in two requests for system access, and nobody has
gotten back to you as to when or if the people were put on the system. You received
calls from both people asking when they would be on. When you called to inquire,
you learned that they were already on and had actually been on for several days.
You called the person in Tech Operations who is responsible for the process and
53
asked for a meeting. Youre not looking forward to this meeting, since it is not your
job to train their people.
Marc Pfiefer from Tech Operations is relatively new to the companyin fact, he has
only been here for six months. (He replaced someone who quit unexpectedly.)
A meeting was held with Marc Pfiefer soon after he arrived, and the Adverse
Impact reporting process was reviewed at this meeting. There have been no conver-
sations since that time.
54
Title: THE AFFILIATE Role Play #8
Objectives: To identify and address issues of concern to home office

and subsidiaries.
To illustrate the Successful Negotiator model.
Trainer Notes: This role play is ideal if your company is dealing with issues
concerning your home office and local affiliates. It can also
spark discussion on how the company determines the
priority of its projects.
If you have non-U.S.-based affiliates, you might want to look

at the impact cultural differences have on the relationship
between affiliates and headquarters. Explore the problems
at your company, the impact they are having on operations
and production, and what can be done to resolve them.
Resources: The bibliography in the Resources section includes a num-

ber of published works on the subject of cultural diversity.
We have also found the following book of exercises to be
very helpful:
Global Competence: 50 Training Activities for Succeeding

in International Business, by Lambert, Myers, and Simons
(HRD Press, 2000).
We have found two additional resources that are extremely

helpful: The David M. Kennedy Center at Brigham Young
University, and Intercultural Press (which can be reached at
www.intercultural press.com).
55
ROLE PLAY #8
IAN SMITHSON
Developmental Research (Europe)
You have been at Additives Inc. for five years, having previously worked for
another chemical company. You are presently assigned to the companys facility in
Sweden.
Things never seem to change here. Although everyone talks about this being
a global company, it always seems that its the U.S. affiliates and their needs that
come first. The needs of our affiliates in Europe and Asia are never given serious
consideration. You get the feeling that the folks in the U.S. dont trust us or our
capabilities. Its as if they are the only ones who can do good research. If we ask for
assistance or comments, they assume that we dont know anything. The most
recent example happened only last week.
We are almost ready to file for product approval on a new compound in
Europe, but we need the data from two environmental studies completed in the
U.S. Unfortunately, the U.S. people dont have the resources (money) to complete
the review of the data and prepare the reports. At least thats what they say. Youve
done everything necessaryyouve reviewed the literature, completed your own
studies, and prepared all the data, but you need the U.S. data before you can file.
When you spoke to your associates in the U.S., their response was that the project
is a low-priority one. It might be low-priority for them, but its high-priority for you!
You made that clear at the beginning of the year, but no one seems to remember
that. Either its high priority, or it isntit cant be both.
This isnt the first time this has happened with this project or with others. You
were ready to file last year, but the U.S. environmental studies had not been com-
pleted. Now all the studies are done, but the U.S. people wont prepare the reports.
When you last asked why, the response was that our research people here in
Europe should do the reports. This isnt something you should do. Its their study
and their data, and it should be their report. Let them hire consultants to complete
the work. There always seems to be money available to hire one when they feel the
issues are critical. You know that setting priorities is an issue that senior manage-
ment is looking at, but this project cant wait until that decision is made.
You spoke with your boss, and she said that you should do whatever is nec-
essary. When you asked if we had any money available, she said that some could
be made available, but added, I dont want to get in the habit of doing this, since
the U.S. will never do anything if we pay. She did say that she would support
whatever decision you make.
57
You are now in the U.S. for a series of meetings, and intend to meet with
Project Management to see if this issue can be resolved. Youre not quite sure what
the answer is, but you know you will look good if you can work this out.
You have fifteen minutes to prepare for your meeting with Project
Management.
58
ROLE PLAY #8
CHARLOTTE CHASE
Project Management (U.S.)
You work for Additives Inc. here in the United States. You have been with the com-
pany for the past seven years. You are now faced with a difficult situation: The folks
in Europe want you to complete the reports of two environmental studies that were
conducted in the U.S. and completed several months ago. The problem is that while
you would like to complete the reports, you just dont have the resources, people,
or money to do it.
The position of the folks in Europe is that they are ready to file for approval,
but before they can file, they need completed reports from these two studies.
Theyve already completed their own studies, done a complete literature search,
and are ready to move ahead.
When you last spoke with your associates here in the U.S., everyone was
quite clear that they dont have the resources. They say to let Europe have their
own people or a consultant complete the analysis if they need it so quickly. This
attitude wont sit well with the folks in Europe; Their position is very clear. For
Europe, this is a high-priority study; it should also be a high priority for the U.S.
not the low priority that we say it is. As several of these people said at a recent
meeting, If we are truly a global company doing global product development, then
we need to consider everyones needs. We cant call a project high priority in part
of the world and low priority somewhere else. Either it is a high priority, or it
isnt. It cant be both.
The people in Europe are very upset about this. They believe that this is an
ongoing problemtheir needs always seem to come second, and we act like we
dont trust them. What makes them even more upset is that they were ready to
file last year, but we held them up because our studies were not yet completed.
You dont ever remember hearing about the importance of these two reports.
They might have been talked about, but no one remembers hearing that they
were so critical.
You spoke with your boss and the folks in Research and learned that some
money is available to hire a consultant, but its not something they want to do
because it sets a bad precedent. To quote your boss, This is their high-priority
projectthey should cover the costs. He did say that he would support whatever
agreement you worked out, even it meant making some money available. He also
said that he was not anxious to set a precedent by making money available.
You will meet with your colleague from Europe in about fifteen minutes.
59
Title: THE FISHER HOTEL Role Play #9
To practice negotiating with a co-worker when commit-

ments have been made.
Trainer Notes: This role play is particularly useful when you are dealing
with internal negotiations. However, it can easily be used as
a good example of position bargaining. In this role play, peo-
ple frequently become very focused on their positions and
get annoyed with each other, thus limiting their ability to
find a creative solution. If this happens, lead a discussion
about which solutions are available after you have debriefed
the negotiation. The same can be accomplished by compar-
ing settlements among groups and trying to identify why
some groups get a deal and others do not.
Industry: Magazine publishing
61
ROLE PLAY #9
TOM BLACK
Advertising
You have worked with New Age Honeymoon magazine for the past five years and
worked with its parent company for close to ten. You are one of the companys
top salespeople, responsible for bringing in significant dollars on an annual
basis. One of your accounts is the Fisher hotel company, which owns a chain of
small, romantic hotels in the Caribbean and South Pacificall called The
Fisher. Youve been after the Fisher people for the past ten months to increase
the number of pages the company buys for advertising, but you have not been
able to get them to increase their ad space more than a few pages. Theyve
placed their biggest ads with another publicationModern Honeymoons.
However, The Fisher was recently purchased by New Destinations, a very large
hotel chain. New Destinations is already a client, and theyve placed a good num-
ber of pages over the past several years. Now it looks like the prospects for
increased business will be even better.
Someone at New Destinations contacted you last week to ask if the magazine
is planning any articles on Bali. They are interested in promoting The Fisher-Bali
as a honeymoon spot.
You remembered a memo from Sue Lyons several months ago announcing
an upcoming issue on Bali, so you told them that you are sure that something
can be worked out. The Fisher would be perfect for this issue; its one of the
most attractive spots in Bali. You stayed there on your honeymoon, and found it
fabulous. When you spoke further with The Fisher, your contact told you that
management has offered to supply all the hotel rooms and even dinners during
the shoot. They clearly want to get the word out about The Fisher. You called Sue
and told her that you have the perfect hotel to be featured in the issue. She hes-
itated before telling you that The Regency has already been selected as the fea-
tured hotel. and that all arrangements have been made. Regency is also a big
account for the magazinenot one of yours, but an important one to the com-
pany. Sue agreed to meet with you to discuss it further, but offered you no real
hope of changing hotels. This Fisher deal is especially attractive to you, since
many of the hotels run by this chain are located in great honeymoon spots. Its
a big opportunityone that could lead to a lot of business. This is an opportu-
nity to make a current client real happy, which would probably increase the
business they give us. We shouldnt pass it up.
You have ten minutes to prepare your case.
63
ROLE PLAY #9
SUE LYONS
Travel Editor
You are Sue Lyons, Travel Editor for New Age Honeymoon magazine. Three
months ago, the decision was made to feature Bali in an upcoming issue. You sent
out a memo advising all staff of the decision, and have been deliberating about the
photographers and the resort youll feature for the past three months. You settled
on The Regency, an old, established hotel in central Bali. You contacted them, and
they offered to supply at least some of the hotel rooms for the shoot. The photog-
rapher you hired is Marcy McLaren, who lived and worked in Bali for several years.
Marcy is very familiar with the Regency, having used it several times for fashion
shoots. She thinks the Regency is far and away the best choice for this issue, since
it is physically spectacular and romanticthe ideal honeymoon retreat.
You have just spoken by phone with Tom Black in Advertising. Tom kept you
on the phone for what seemed to be an eternity, and then talked you into meeting
with him to discuss something you told him cant happen. Tom wants you to give
up The Regency Hotel in Bali, in favor of another resort. You sent a memo to staff
three months ago, advising them of the Bali issue. That was plenty of notice. But
now that all the plans have been just about finalized, Tom wants you to shoot at
The Fisher, a hotel he says is new and beautiful. Its where he recently went on his
honeymoon. He also says that the location and beaches around it are beyond com-
parison. The fact of the matter is that Tom wants to get The Fisher as an important
account. You can see his point, since The Fisher was just purchased by a huge hotel
chain, New Destinations, and they could potentially be a very large account. Tom is
no foolgetting the Fisher as a client would make a real difference.
This isnt the first time that Advertising has done this. You do everything in plenty
of time, and then they spring something on you at the last minute. You could change
hotels at this point, but it would be a lot of work. All arrangements have been made with
The Regency and theyve made a real effort to accommodate us. This isnt how you do
business. Its not right. We wouldnt be happy if someone did this to us, and it is clearly
bad business. Others will find out, and it will have an impact. In this business, every-
one knows everyone. It would be embarrassing. In your mind, it is almost unethical.
You spoke with your boss about the problem, and she suggested that you try
to work something out with Tom. She will support whatever you decide, but she
reminded you that the Regency group also operates a big chain of hotels. Tom is
going to have to do some fast talking.
You will meet with Tom in ten minutes.
65
Engineering
Title: DIVISION/CORPORATE HEADQUARTERS Role Play#10
Objectives: To explore the relationship between corporate headquarters

and local engineering groups.
To practice the complete six-step model for negotiation.
Trainer Notes: This is an ideal role play for exploring the relationships
between corporate headquarters and the companys local
divisions. Because of the nature of this negotiation, we sug-
gest that you use it to look at the entire six-step negotiation
process. If there are problems between the divisions, you
should expect that this role play will bring them to the sur-
face. Spend the time necessary to discuss each issue that is
raised.
In groups performing this role play, Corporate Management

will let the division keep the work. Explore why that
occurred, as well as what made the difference. If there are
problems between corporate headquarters and local engi-
neering groups, the ideal situation is to have company rep-
resentatives from both groups in the room when the role
play is being performed.
Industry: Engineering
69
ROLE PLAY #10
D.D. SMITH
Division Engineering
You are D.D. Smith, division engineer, and you need a project completed as soon as
possible. This job involves the renovation of the pilot plant. The contractor you
want to use on this project is Mutual Magic, Inc., a firm youve worked with before,
so you know they do high quality work. Theyre truly professional engineers who
always meet their obligations.
There is no question in your mind that Mutual Magic can do the job and
do it well. In addition, while the cost of the project is above the $2.5 million
corporate cut-off (where corporate keeps the work), its a relatively small job
$3,750,000 at the very most. Even though Mutual hasnt worked on this large a
project before, both you and your boss believe that it deserves the opportunity.
The job isnt urgent, but its one that you both want completed as soon as pos-
sible. The job was postponed before for a variety of reasons, and now youd like
to get it done quickly because there are several other proposals you need to
complete later in the year. You and your boss have already spoken with Mutual
about the project, since the firm is finishing up a small job for you. Mutual offi-
cials assured you that they can get the job done quickly, since they already have
men on site. They believe that the size of the project is not a problem, and have
given you an estimate of between $3,000,000$3,750,000 to complete the work.
Your own estimate is in the same range.
You are concerned that Corporate Engineering might want to manage this
project, since its above the $2,500,000 threshold that company policy says consti-
tutes a Corporate Engineering project. However, you want the division to manage
the project because you find it personally challenging and know it would take
Corporate Engineering too long to get up-to-speed. In addition, theyll want to send
it out for bids, which will add anywhere from three to six months to the project.
This will delay completion by at least six months.
You called Naomi Edwards in Corporate Engineering to talk about the proj-
ect. You discussed the job with her and mentioned the company you want to work
on it. She didnt say no, and suggested that you get together to discuss the situa-
tion. Corporate has the freedom to give you the project if they want to do so.
That meeting will be held shortly.
71
The corporate cut-off is $2.5 million. Projects coming in with estimates of less than
$2.5 million become Corporate Engineerings responsibility.
72
ROLE PLAY #10
NAOMI EDWARDS
Corporate Engineering
D.D. Smith of Division Engineering called and asked to meet with you about a proj-
ect he needs completed. Youre not sure exactly what he has in mind, but in a brief
conversation last week, he said that his division needs a renovation completed on
the pilot plant. They would like to use Mutual Magic, a firm theyve used several
times in the past. Your own experience with Mutual Magic has been positive, but all
of their work has been on relatively small jobs of $2 million or less jobs that dont
require great project-management skills. This job is significantly larger than any-
thing Mutual Magic has done in the past. Because of its size, the work will require
not only strong engineering skills, but equally strong skills in project management.
Mutual Magic might have all the necessary engineering skills, but theres no real
evidence of project managementnothing the company has done in the past has
demonstrated it. You think this job will be a big leap for Mutual Magic. A number
of firms you have worked with previously have both sets of skills, and could easily
do this project. The Engineering Division has a history of underestimating the cost
of the project so that it can remain under their control. Youre concerned that this
project might end up being a $45 million project, which is way beyond the policy
limits and is too big for Mutual Magic to handle. Also, the workload in Corporate
Engineering has lightened, and you know that the VP wants more projects in order
to keep his staff busy. You spoke with the VP; while he indicated a preference for
keeping the work in Corporate, he did tell you to feel free to work something out if
it seems appropriate. Corporate does have the authority to allow the assignment to
remain with the division. Smith didnt say much more than that he preferred to use
Mutual Magic, but he did indicate that he would bring you up-to-date when you
meet. That meeting will be held shortly.
The corporate cut-off is $2.5 million. Projects coming in with estimates of less than
$2.5 million become Corporate Engineerings responsibility.
73
Title: ENGINEERING CHANGES Role Play #11
Objectives: To illustrate either the Issue Identification step or the entire

six-step Successful Negotiator model.
To learn how to deal with changes to an already agreed-

upon plan.
Trainer Notes: This negotiation role play is ideal for internal project engi-
neers. It focuses on how to work with clients, and can be
particularly helpful in surfacing client-specific issues. It is
general enough so that it can be used with any group.
The nature of the discussion will depend primarily on how

effective people believe they have been in dealing with clients
and on whether or not there have been any recent problems.
Any job-related issues should be discussed at this point.
This role play can be used in two ways:
It can serve as a stimulus for additional discussion.
It can serve as the end point after discussions have

been held on the types of problems people have
encountered.
Industry: General
75
ROLE PLAY #11
BRENDA WILDON
Corporate Engineering
You knew it would happenit always does: The client tells you what he wants, you
show him the drawings, he approves them, and you get the work done. Then, all of
a sudden, the client realizes that he doesnt like what was already approved. This
always happens when the project nears completion and the client begins to see the
actual work.
This happened most recently with Tom Stone in Research. It had to do with
something real simplewindows. Tom wanted them flush, and thats what you did.
Now hes decided that flush isnt what he wants. He wants all the windows changed
to recessed because he thinks that aesthetically they look much better that way. The
idea is interesting, but expensive. Recessed was your original suggestion, and you
took a great deal of time explaining this and several other issues to him because
you know that drawings can be confusing and difficult to understand. This change
will cost us at least $65,000money that just isnt in the budget. Except for per-
sonal taste, theres no reason to make the change. Moreover, you know that even
though you are now a bit under budget, this project, like all the others, will even-
tually go over budget and youll need the contingency fund. Your boss wants every
project, including this one, to stay on budget. Your boss wants to prove that we can
bring projects in on time and on budget.
You also dont want people to think that making these kinds of changes is
okay: They create all sorts of problems. Clients always think that when the first
contracts are below budget, they have extra money to spend. Tom is a difficult client
because hes a very successful engineer who has managed a number of very
successful programs. Several corporate patents are in his name, and hes well-
respected within the company and in the industry. In fact, hes a featured speaker
at many industry conferences. In the past, management has always catered to Tom
Stone, and he probably expects that you also will do what he wants. In fact, that
would be the easy way, but its not something you think is rightparticularly not at
this stage.
You will meet with Tom in a few minutes.
77
ROLE PLAY #11
TOM STONE
Basic Research
Corporate Engineering is involved in building a new research facility for your
department. Youve dreamed about this facility for a long time, and you want it to
be exactly what you imagined. Youve earned a great facility; youve developed
several very successful products for the company that have made a lot of money.
Its the least they can do.
Last week, when you were in the new building, you realized that all the
windows were flush and looked uninteresting. You called Brenda Wildon in
Corporate Engineering and told her that you want the windows changed from
flush to recessed. Her first reaction was silence, but then she told you it would be
very expensive, since almost all the windows were already installed. She also
pointed out that flush windows were what you had approvednot recessed. You
know that, but you still want to make the change. In the total scheme of things it
cant be very muchafter all, this is your dream. As for having approved the draw-
ings, you had no idea what you were approving. There were dozens of drawings,
and unless youre an engineer, its not likely that you would understand them.
Besides, the contracts awarded thus far have been below budget, so there should
be plenty of money left over. The project is at least $75,000 under budget, and you
doubt that the changes will add very much. The project will still come in on time
and on budget, and even if it doesnt, whats the big deal? No one expects projects
to be on budget.
In addition to the windows, you also want to discuss several other small
changeschanges that you only now appreciate, with the building coming to life.
The offices would look much nicer with glass instead of wooden walls facing the
central core, and it would be nice if a few murals could be painted on the other
walls. Neither of these are big issues, but they will make the building a much more
enjoyable place to workmore human. You will meet with Brenda to discuss this
in a few minutes.
79
Teams
TEAMS
Introduction
All of the role plays in this unit relate to team-based issues. All work particularly
well when they are incorporated into team leader and team member training
programs.
Each role play is sufficiently complex to illustrate the entire six-step negotia-
tion methodology, or just the issue-identification phase. It is important that all role
plays be placed in the context of your companys situation and the training you have
already conducted. The goal is to help team leaders and team members address the
range of interpersonal problems common to teams. The materials are not designed
to address issues of team building, but rather to enhance the skills of team leaders
and team members.
Resources
There have been a number of books written about teams and teamwork. Among the
resources we have found to be most helpful are:
Team Players and Teamwork: The New Competitive Business Strategy, by

Glenn Parker (Jossey-Bass, 1990).
Cross-Functional Teams: Working with Allies, Enemies, and other

Strangers, by Glenn Parker (Jossey-Bass, 1994).
How to Lead Work Teams, by Fran Rees (Pfeiffer & Company, 1991).
25 Activities for Teams, by Fran Rees (HRD Press).
Team Building for the Future: Beyond the Basics, by R. L. Elledge and S. L.
Phillips (HRD Press).
These books can be purchased from HRD Press, 22 Amherst Rd., Amherst, MA,
01002. HRD can be reached at (800) 822-2800 or on the Web at: www.hrdpress.com.
There is also an extensive bibliography on teams and teamwork on our Web site:
www.asherman.com.
82
Title: THE NEW PROJECT MANAGER Role Play #12
Objectives: To illustrate the Successful Negotiator six-step model.
To illustrate the specifics of a contracting discussion

between a team leader and a new project manager.
Trainer Notes: In addition to covering the specific behavior used during the
negotiation process, this role play will usually stimulate a
fair amount of discussion about the interaction of a new
project manager and a difficult team leader. Depending on
your own objectives, both subjects are important and worth
exploring. If the project manager and the team leader are
both involved in the workshop, try having them conduct a
contracting discussion after the role play. Have this discus-
sion focus on how well they have been working together and
what they might do differently.
At the conclusion of the role play, refocus the discussion

on your own company and how new leaders and project
managers begin their working relationships. If there is
enough time, you might want to have the group develop a
checklist for this type of discussion.
83
ROLE PLAY #12
BOB MICHAELS
Team Leader
You are Bob Michaels, the leader of the DRU-666 project team. You have been the
DRU-666 team leader for the past year, but you joined Drugs-R-Us five years ago.
Working for Drugs-R-Us (and even working at a major pharmaceutical firm, for that
matter) is something you never anticipated. You were a very successful surgeon
until you seriously injured your hand in a skiing accident. When you couldnt
return to the operating room, you taught surgery for two years at a major midwest-
ern medical school. That proved to be much too frustrating. This job hasnt exactly
been a perfect fit, but its a lot better than you thought it would be. Things have been
going well, and you are very satisfied with your teams progressas is senior man-
agement. Most of your teams go well. Last week, your boss indicated that she was
quite pleased with how the team is functioning.
However, you are somewhat annoyed. Approximately three weeks ago, you
were informed that your project manager would change. You had just reached a
point where you had finally gotten this one trained, and she was working with you
in the only way you find acceptable: putting out agendas, taking minutes, tracking
the critical target dates, and identifying problems before they become serious
basically not bothering you and letting you do your job while she did hers. You dont
understand why the change is being made, since everyone agrees that this is a crit-
ical project. You know the new project manager, but youve never worked together
before.
Your new project manager has asked to meet with you to talk about how we
can work together, to quote your secretary. Youre not clear why that involves a for-
mal conversation; if anything, e-mail would be enough. Better yet, she should talk
with the person being replaced to find out how you like to work. This would save
both of you a great deal of time and effort.
Your boss encouraged you to have the meeting, but said you should be clear
about your own needs and concerns. She said, Whatever you work out is up to
you. The meeting will take place in ten minutes.
85
ROLE PLAY #12
BARBARA LANE
Project Manager
You have been at Drugs-R-Us, Inc. for eleven yearsthe last seven in Project
Management. You really like your work. Prior to that, you worked for seven years
in the marketing department of another company. You were just told by your boss
that you are to assume responsibility for the DRU-666 project team. This team has
been in operation for the past year, and is moving along fairly well. The current
project manager is being assigned to a start-up project, so you were asked to take
over. Your understanding is that you were asked to take this assignment because of
the projects importance to the company.
The team leader, Bob Michaels, was a surgeon who had to give up his prac-
tice some years ago because of a serious hand injury. Before coming to Drugs-R-Us,
he was a professor in the medical school of a major midwestern university. Bob is
highly regarded, and no one will be surprised if he becomes a company vice presi-
dent someday. He has been at Drugs-R-Us a total of five years.
You have not worked with Bob before and you dont really know him, but the
person you are replacing told you the following: Bob is quite busy, and rarely has
time to meet before or after meetings. Getting on his schedule is a major event and,
as frequently as not, he cancels meetings at the last minute.
She went to say that Bob doesnt see Project Management as a real partner in
the process. His view is that he is the leader of the team and the project, and he
takes care of the science. He thinks Project Managements job is to get the agendas
prepared, do the minutes, and to make sure we dont fall behind schedule.
Sometimes he behaves as if he were still in the OR. To keep the peace and make
life easier for myself, I basically did what he wanted and we got along okay.
Fortunately (or unfortunately), you dont see the world the same way. Youve
always worked with your leader as a partner. Exactly what that means is open for
discussion, but you dont see yourself as a secretary or a clerkyou see yourself as
a partner, working closely with the team leader.
You asked to meet with Bob, and much to your surprise, his secretary put you
on todays schedule. She did make it clear that you will only have 30 minutes because
hes very busy. To prepare yourself, you talked with another manager, who said,
Hes mellowed somewhat, but still sees the world from his own unique perspec-
tive. You also spoke with your boss; she indicated that you should be sensitive to
Bobs needs, but that youre free to work out whatever you feel will work.
Your meeting is in ten minutes.
87
Title: THE CO-LEADERS Role Play #13
Time: Fifteen minutes
Objective: To illustrate the six-step Successful Negotiator model.
Trainer Notes: After you discuss how the participants conducted the negoti-
ation, engage them in a discussion about how these prob-
lems can be avoided. In this negotiation, it is critical that
you clearly state and outline the issues. Because of the
nature of the issue, people often fail to be direct, so the prob-
lem doesnt get resolved. An agreement might be reached,
but it is frequently based on general promises for the future.
This is an excellent role play to use when training team

leaders. When you introduce the role play, it is important
that you indicate that all co-leaders will run into problems,
and this is a way to address them. This role play can be par-
ticularly valuable if you have actual co-leaders participating
in the program. If you do, have them do this role play
together. Then talk about their own working relationship. If
they are new to working together, have them develop a way
to address problems when they do arise. If you have suffi-
cient time, have several groups report on the approaches
they have developed.
Industry: General
89
ROLE PLAY #13
DALE CLARK
Co-Leader
You are the co-leader of the Cable I team; your partner is T.J. Stone. You and T.J.
have been co-leaders since the team was organized, but you barely knew one
another before joining the team because your only interaction was at various meet-
ings. While this is your first opportunity to serve as a co-leader, T.J. has led several
other teams. She has been with the company much longer than you have, and
worked at several other firms before coming to the company. The opportunity to
work together as co-leaders is one you have looked forward to for some time.
Things seemed to go well between the two of you for the first several months.
You were learning a lot from T.J. The last several months, however, have been quite
different: T.J. has missed deadlines for several tasks she was handling, and she
missed the last three meetings. More importantly, she has not been available to
meet with you for any length of time to discuss how the team is doing. This is a rad-
ical departure from the first three months, when the two of you met before and
after the meetings and during lunch to discuss the team. You were working well
together and making a real difference.
T.J.s lack of involvement has been noticed by the other team members.
Several people spoke to you about her lack of attendance and failure to complete
her assignments. One of them went so far as to suggest that maybe she should
resign. In addition, T.J. has not responded to any of your calls and to only one of
your e-mails. Her response to the e-mail was so brief as to be of no help. If you are
to work well together and this project is to succeed, there needs to be a real com-
mitment from both of you. You dont see that coming from T.J., and you dont feel
that you can trust her to meet her obligations to the team. You are left with the feel-
ing that she doesnt really care about the project and that she thinks you are the
one to take care of everything. This is not how you view the situation. You dont
intend to do all the work while T.J. takes care of some other project.
You spoke with your boss about the problem, and he suggested that you talk
with T.J. He said that he would support you, and agreed that it is important that
the problem be resolved if the team is to succeed. He does not want to get involved.
To quote him, You need to work with T.J., and the two of you need to solve the
problem. You e-mailed T.J. and asked to meet to discuss the team and your
involvement.
That meeting is to begin shortly.
91
ROLE PLAY #13
T.J. STONE
Co-Leader
You are T.J. Stone, co-leader with Dale Clark of the Cable I team. Prior to becom-
ing co-leaders, you and Dale spent very little time together. You saw one another at
meetings, but you had little interaction before the team began.
During the first three months the team was in existence, you and Dale met
prior to and after each meeting. You had lunch together on several occasions to dis-
cuss team issues, and Dale seemed really interested in the project and in being a
team leadertypical of an individual leading their first team. This is the third proj-
ect on which you are the co-leader. You headed up several projects at your old com-
pany, so leading a team is nothing new to you. Its just one more job to be done.
Your boss views things pretty much the same way.
In recent months, the company has been involved in evaluating several new
products for licensing. Your boss has had you actively involved in the process.
Several new projects have recently been initiated, and she asked you to help get
them started. The problem of time is further complicated because there have been
several recent retirements in the department. All of this extra work has kept you
from working with the Cable team. You have just not been able to give it the time
and attention you did in the early weeks. You have missed several meetings, and
you have not always responded to Dales calls and e-mails as quickly as you would
have liked.
You have, however, been following the teams progress through the minutes.
You believe that Dale is doing a really good job. You spoke with your boss, and you
anticipate that your schedule should lighten up in the next 46 months. You will be
able to start getting more involved once that happens.
Dale asked to meet with you to talk about the team and your involvement.
Dale is probably upset, and it will take some effort to calm him down.
That meeting is to begin shortly.
93
Title: THE TEAM MEMBER Role Play #14
Objectives: To practice the six-step Successful Negotiator method.
Trainer Notes: This is a good role play to use if team selection is an issue
in your firm. Its also useful to discuss how members are
selected for teams.
Debriefing Notes: At the end of the role play, it will be useful to discuss how
members are selected for teams and what can be done if you
want a particular individual on your team. If functional area
managers are present, get them to describe their reactions
when people ask for the inclusion or participation of certain
department members. If some people get who they wanted
and others do not, explore why some people are successful
and others are not.
95
ROLE PLAY #14
B.G. HAMILTON
Project Management
You have just been appointed to head the new AVN-56 team. The compound is
licensed by one of the new European firms. All the basic research has been com-
pleted, and your companys job is to take the compound into the clinic and to file
the NDA in the United States and the dossier in Europe. Senior management is
excited about the compound, and it has been fast-tracked; everyone considers it top
priority.
The team is just now being organized, and because of the special issues
involved, there are several people whom you would like to have on this team. The
real critical person is the clinical representative: You need someone with a strong
clinical background who knows how to write a protocol and design case report
forms, and who can also move this process along. The timelines are really tight. You
cannot have someone who lacks real experience in this area and who has not
worked under this kind of time pressure. This just isnt the time to train one of
their new people.
You would like to have Enid Johnson serve as the clinical representative. Enid
has been through this process and has been through it with high-profile com-
pounds. In addition, the two of you get along well, and working with Enid would
make your life a whole lot easier. You doubt that Clinical will want to assign her, but
maybe you will get lucky. You heard that they will probably want to assign George
Newt. George isnt bad, but he has never worked on such a high-profile compound,
and youre not sure about his skills. Moreover, George has never been the clinical
representative on one of your projects. When you checked with a few colleagues,
they all agreed that George is smart but is not in Enids class.
Yesterday, you called Therapeutic Area Director J.J. Stone to tell him that you
would like to meet with him. When J.J. asked the reason, you said it was to dis-
cuss the new AVN-56 project and who you will assign. He didnt ask for and you
didnt volunteer any more details. You will meet with J.J. in half an hour.
97
ROLE PLAY #14
J.J. STONE
Therapeutic Area Director
The company has just licensed in a new compound, and from what youve heard,
it is a good onea real complement to our current portfolio. You are not familiar
with all the details, since you were not involved in any of the actual negotiations.
However, when the compound was first evaluated, you were asked your opinion.
From what you know, all the basic research has been completed. The teams job will
be to get all the clinical work done, and then to file in the United States and Europe.
You will have to assign someone to the project team. This sounds like a good
assignment for George Newt, who has been with the company for several years.
George has never worked on this type of project and it will be an excellent develop-
mental activity for him. It fits in perfectly with what you and he discussed during
his recent performance appraisal: a new, high priority compound with a tight time-
line and a lot of pressure.
B.G. Hamilton of Project Management has asked to meet with you. When you
asked what it was about, she said it related to the new AVN-56 team. You didnt ask
for more information and she didnt volunteer any, but you expect she will ask you
to assign Enid Johnson to the team. B.G. and Enid are good friends and have
worked together on other projects. However, Enid is working on other teams, as
well as on a special project for you. You know that George can do the job, and
assigning him will satisfy additional personal and departmental needs. Moreover,
you cant let Project Management dictate whom you assign to teams. It would set a
terrible precedent: Everyone will push for friends or people they know, and other
people will never get an opportunity. B.G. wouldnt like it if you asked for a specific
project manager. You are the head of the department. You spoke with your boss
about the issue, and she said, Whatever is best for the department and the com-
pany.
You will meet with B.G. in about half an hour.
99
Title: THE DIFFICULT MEMBER Role Play #15
To practice Issue Identification.
Trainer Notes: This role play can stimulate a good discussion about diffi-
cult people and how to deal with them. After the role play,
try to brainstorm a list of problem situations. Once a list
has been developed, select several situations for discussion
and review. The role play can be repeated following the dis-
cussion, providing a framework for individuals in their
future dealing with difficult people and situations.
If you use this as a complete role play, you can easily set up
an argument: The Difficult Individual raises very sensitive
issues, and many people are having difficulty clarifying
what the issues are. They do not want to offend Lee. Pay
particular attention to how clearly the issues were stated.
Explore why this might or might not have happened.
References: See the Resources section for additional books on this

topic.
Industry: Computers
101
ROLE PLAY #15
BEV SMITH
Team Leader
Your name is Bev Smith, and you work for a major computer-hardware manufac-
turer. Approximately six months ago, you were asked to head up a new task force
charged with developing a new company producta product that everyone agreed
was critical to the companys future success. The market is extremely competitive,
and it is critical that the company introduce new products to the marketplace on a
regular basis if it is to remain competitive.
This is a nine-month project, and for the first three months, everything went
quite well. Objectives had been developed and action plans were agreed to by every-
one. The meetings during this initial period were interesting, with almost everyone
actively participating. But things have changed. Colin Edwards is the most senior
member on the team. He has been with the company about ten years. Colin is ques-
tioning everything that comes up, and seems not to agree with anything. In fact, he
challenges everyone. Several of the team members have responded to his chal-
lenges; as a result, the conversations have become very difficult and confusing.
This happened again at last weeks meeting. Colin interrupted a presentation
being made by Lee Matthews and began to ask very difficult questions. He even crit-
icized her slides. Although the questions were important, the manner and style of
asking them bothered everyone. Colin was very judgmental and condescending,
and treated Lee like a student. Lee became angry, and responded in a very aggres-
sive manner. It was not pleasant, and you had to call a break to calm everyone
down. Several other members have made comments to you about Colins behavior,
and it is clear that you have to talk with him. You dont look forward to this, but
you have no choiceits clearly affecting the team.
As you think about Colins behavior, you realize that you dont know him very
well. You worked with him on several task forces before, and he always seems to
push and challenge people. To quote him, You need to make people think.
You called Colin earlier this morning and asked if you could get together. He
agreed, and asked what you want to talk about. You were vague, but you did tell
him that you would like to talk about the team and his role on it.
You will meet with him in fifteen minutes.
103
ROLE PLAY #15
COLIN EDWARDS
Team Member
You are Colin Edwards, and you work for a major manufacturer of computer hard-
ware. Four months ago, you were asked to be part of a task force charged with
developing a new producta product that everyone agrees is critical to the com-
panys future. This project has a nine-month timeline. You are the most senior
member of the team, having worked at the company for almost ten years. You prob-
ably should be chairing the group, but the company asked one of its new, younger
people to chair the team. A number of people who are relatively new to the com-
pany were put on the team. They frequently come up with ideas that are not prac-
tical and that have little chance of succeeding in todays marketplace.
A good example was Lee Edwards presentation last week. It was not focused
and not on target. Even her slides were second-rate. Everybody just sat and lis-
tened, until you started asking questions and focusing the discussion. Lee clearly
was not happy, but youre sure she learned. She responded in a very aggressive
manner, and the team leader took a break to, in her words, calm everyone down.
This is a team; people have to accept all feedback. If not, the team will never achieve
its objective.
For the first three months on this team, you kept quiet and didnt say very
much. Its recently become impossible to do that; these people come up with ideas
that make no sense at all. If you are not there to challenge and point out how fool-
ish some of their ideas are, who knows what they would come up with?
Bev Smith, the team leader, called you earlier today to ask if she can meet
with you. Youre really busy, but she said it was about the team and your role. When
you asked for more detail, she said that she would prefer to talk about it in per-
son. This probably wont be pleasant, but Bev needs to understand how you see
your role and the concerns you have about the team members. Your meeting is in
fifteen minutes.
105
Title: THE BETA PROJECT Role Play #16
Time: Forty-five minutes
To practice how to deal with a difficult situation involving

members of a team and leaders.
Trainer Notes: This is an expanded version of a role play that appeared in

the first volume of our role play book, which looked only at
Issue Identification. In this version, we have added
additional issues to make the role play more complex and,
we hope, more interesting. We have tested this version in a
number of workshops and it works well. It can be particu-
larly useful if you have people on the same team who work
at different sites.
When you debrief The Beta Project, go over the entire six-
step negotiation process. It will be helpful to discuss the
groups experiences dealing with a team whose members
work at several different locations. If you are working with
team leaders, talk about the unique issues presented by
having to lead a geographically diverse team, and discuss
how they have been addressed.
Industry: General
107
ROLE PLAY #16
JIM HOLBROOK
The Beta Project
You and Chris Burns have been working on the same project team for the past
eighteen months. You represent Internal Audit.
You and Chris are at the same organizational level, but Chris is the team
leader. While you generally like Chris and have enjoyed working with her in the
past, you think her appointment as team leader was a mistake. A number of other
people would have been better choices. This project involves the launch of a new
software program that might have a significant impact on how quickly you get
products to market.
You are not happy with the way Chris has treated you. Namely:
She has made several major changes to your section of the quarterly
report without asking for or getting your approval. You were away on a
trip, but she could have reached you with a little effort.
Chris has been meeting informally with other members of the team, but
for some reason, she never informs you of the meetings or the results.
She has embarrassed you at several meetings by asking you to respond
to questions you were not prepared to discuss.
You also heard that Chris believes that you were responsible for the teams late sub-
missions of the last two monthly reports. She never even talked about this with
you!
Chris has asked to meet with you, probably because you missed the last meet-
ing because of a field visit. In addition, you had your secretary call to say that you
might have to miss next weeks meeting because of another trip. This is not the first
meeting you have missed, and since you were recently assigned to a second
project, you will probably miss others. In the past six months, you have missed a
total of three meetings. In fact, because you are so short-staffed, you havent even
sent replacements. This is not typical, but you had no choice in the matter.
This is not an easy problem. Chris behaves as if your department has noth-
ing to do but work on this project. Your department is very short-staffed. Several
people recently retired and were not replaced. As a result, your boss has gotten you
involved in several other projects. As he said to you recently, We need you to cover
at least two other teams that need our input. Do what you have to do to keep on
top of the Beta Project, but dont let these other projects slip. When you mentioned
109
the importance of the Beta Project, he indicated that he thought its potential was
being overrated and added, Anyway, we have no choice. We just have to do the best
we can.
There is a lot more to do on the project: select bidders, develop an implemen-
tation plan, and eventually select the prime contractor. These are all things youve
had experience with over the years, but you just dont have a lot of time. Several
new people are about to be hired in your department, and its possible that one of
them can be assigned to this project, such as Janet Miles. She worked at High Bank
several years ago, but left to start her own consulting practice. You know that she
has some experience with these issuesa big plus, since High Bank uses a similar
system. You were very impressed with Janet when you interviewed her. The nega-
tive part is that she has no experience at your firm, and no experience with the
unique issues that you face in implementing such a system. You would like to
assign Janet to this project, and your boss will probably agree.
This situation really bothers you. You dont want this project to fail or Chris
to fail, but you dont see any real options. You are glad Chris asked to meet, since
you have wanted to get these issues settled. The problem is further complicated by
the departments recent move to another site approximately ten miles away. While
the distance is not great, you wont be around, so you will miss out on all the infor-
mal conversations that will take place. Everyone else is at the main facility, and they
just seem to forget about you. Chris needs to find a way to keep you involved and
current about all that is happening. Then, even if you miss meetings, it wouldnt be
such a problem. Thats the only way you or anyone else can play a meaningful role
on the team.
Chris heads a very important project team. Jim represents Internal Audit. Both are
at the same organizational level.
110
ROLE PLAY #16
CHRIS BURNS
The Beta Project
You were very excited when your boss asked you to chair the Beta Project team
eighteen months ago. You never chaired a team before, and you think this could
have a positive effect on your career. The project involves implementing a new
corporate software program that could make a real difference to the company.
Jim from Internal Audit is one of the team members. You have worked with him
several times during the past several years, and you generally find him respon-
sive and easy to work with. However, he missed last months team meeting, and
just this morning called your secretary to say that he wont be available for next
weeks meeting. This is not typical of him. Youre not happy with Jims lack of
involvement; you feel that he is ignoring his responsibilities to the team. His par-
ticipation has been complicated by his departments recent move to the
companys new facility, which is about ten miles away. It could be a thousand
miles away, for all of the difference it is making. Its just not easy to contact Jim;
in the past, you could just meet him in the cafeteria or walk over to his office.
Now its an event. Everything has to be by e-mail. He has to find a way to solve
the problem. Its not your fault. You feel that he is ignoring his responsibilities
to the team. Namely:
Jim has missed three meetings already, all in the last six months, and he
hasnt sent anyone in his place. Prior to that time, he attended every
meeting.
Jims unavailability for meetings has resulted in your team being late
with its last two monthly status reports.
Several weeks ago, you had to make major revisions in Jims section of
the quarterly report because the piece he turned in was inadequate. If he
had submitted a draft of the report to you like everyone else had, the
problem could have easily been solved. You were in such a rush to get
the work done that you didnt even mention it to him until after the fact,
when you e-mailed him the changes. You were under a lot of pressure
from your boss at that time.
You have called ad-hoc meetings several times in the past three
months, but you werent able to reach Jim. It would have been helpful
if hed been available, since these were issues he was knowledgeable
about.
111
Jims performance is negatively affecting the team, and you cannot afford to let him
damage your reputation. What makes the problem worse is that several team mem-
bers have commented to you about Jims performance and the effect it is having on
the team. As one member said, We need his departments involvement, and if Jim
cant participate, then we need someone who can. You are reaching the same con-
clusion.
You spoke with your boss about the problem. He agreed that it should be
resolved, but suggested that you try to work it out with Jim before he gets involved.
You really dont want your boss to intervene, since this would look like you cant
handle tough problems. He did make it very clear that he is concerned and wants
you to get the problem resolvedhow you do this is up to you. Both of you believe
that this project is critical.
You have asked to meet with Jim in an effort to let him know how you feel and
to see if these problems can be resolved and put behind you. You have not talked
to Jim about your concerns before today, but there is an urgent need to solve the
problem, since the project is far from finished. The team is moving into a critical
phase; were about to select bidders, and we need people with the type of experi-
ence that Jim can bring to the process. In addition, once the bidders are identified,
we will have to select the prime contractor. This will be a lot of work, and it will
require a great deal of everyones time. You really dont want any of their new peo-
ple, since you doubt that any of them have Jims experience in this area or with the
issues the company faces in implementing such a complex program. One of the rea-
sons you pushed to get Jim on the team was that he has experience with these
issues.
Now, with his departments recent move to the new facility, any advantage to
having Jim on the team has been lost.
Chris heads an ad-hoc committee for a very important project. Jim represents
Internal Audit. Both are at the same organizational level.
112
Title: THE DIFFICULT DISCUSSION/MEETING Role Play #17
Time: Thirty to forty-five minutes
Objectives: To explore the issues involved in having a difficult conversa-

tion with a co-worker.
Training Notes: Pay particular attention to how much people talked about
the past during the role play, and how well the issues were
clarified. Issue Identification will influence the remainder of
the negotiation.
Were the people playing Lee clear about their concerns as to

why Dana asked for this meeting.? If they are not, it is likely
that the people playing Dana will be equally vague in
responding.
If people are vague and you confront them, they will fre-
quently talk about not wanting to hurt the other persons
feelings, even though they are still upset. You need to help
them understand the consequences of not being clear, par-
ticularly if problems resurface.
Many people find this kind of situation very difficult to nego-

tiate; some will skip the history and go directly to the
future. It is important to help people understand that it is
difficult, if not impossible, to effectively plan future actions
if the problems of the past are not dealt with.
Resource: If you need additional lecture material on the subject of dif-

ficult or confrontational conversations, refer to the book
Difficult Conversations by Douglas Stone, Bruce Patton,
and Sheila Heen (Viking, 1999).
Industry: General
113
ROLE PLAY #17
DANA LOWE
Team Leader
You have a problem. You were assigned to a task force to help rewrite the companys
Standard Operating Procedures, and you have been asked to chair the
subcommittee on new-product development. You are anxious to be part of this
assignment, since it will give you a great deal of exposure (particularly to senior
management), as well as provide an opportunity to work with people from a num-
ber of different departments. The problem is Lee Kruegeryou really dont want
him on the team.
You and Lee have not worked closely on any project for at least two years, if
not more. Lee is someone you feel you cannot depend on. On the two previous proj-
ects you worked on together, Lee failed to meet his commitments. In both
instances, data analysis he was to complete by a particular date was not done. This
directly affected your department and made it difficult to complete work for other
people. To make matters worse, Lee didnt inform anyone about the delay until the
last minute, when it was too late to make any adjustments. When the problems
were discovered, he wouldnt take any responsibility for his actions, but instead
blamed others. This is something you just cant tolerate. If someone made a mis-
take, they should take responsibility, not blame others. How can you trust some-
one who avoids responsibility?
When you spoke with co-workers about the problem, they all said that this is
typical of Lee. Now you have him on your subcommittee. You tried to get him
assigned to another one, but with no luck. When you spoke with your boss about
the problem, she said that there is nothing she can do and you will just have to deal
with Lee. She suggested that you sit down and talk with him. This is not something
you want to do. You really hoped she would talk with Lees boss and solve the prob-
lem for you. You eventually decided that the only way to deal with Lee was to talk
with him.
You have fifteen minutes to prepare for that meeting.
115
ROLE PLAY #17
LEE KRUEGER
Team Member
You are not happy. You were just assigned to the company task force to rewrite the
Standard Operating Procedures. You have been assigned to the subcommittee
chaired by Dana Lowe that will focus on new product development.
You have never gotten along with Dana. You served on several task forces with
him in the past, and something always left him unhappy. You are not sure exactly
what it is, but you heard that he doesnt want you on his subcommittee. You didnt
think things were that bad, but whatever the problem, you will have to work with
Dana on this task force. You discussed the problem with your boss, and she said
that she also heard that Dana did not want you on his committee and that you had
better get it straightened out quickly. You are annoyed that Dana did not call you,
but instead talked to others. How can you trust people who do things like that?
Your approach has always been to talk directly to people when you have a problem.
This allows problems to get solved quickly, without everyone finding out about
them. It also serves to build a good working relationship.
As your boss suggested, you spent the last several days thinking about what
Dana might be annoyed about. For the last year or so, the two of you have had no
real contact, except to attend several meetings together. As you think back to the
last task force the two of you served on (which was at least two years ago), you
recall that you had problems getting your data analysis completed as quickly as you
should have. There were problems in the department at the time, and although you
worked on it until the last minute, the analysis just didnt get completed on time.
It wasnt something you could do anything about. People who were to get you the
data just did not meet their commitments, which complicated the problem. You
were very upset, and so were the other team members, but there was nothing any-
one could do. Something similar happened on a second project, for pretty much
the same reason. In both instances, you explained the problem to the team; every-
one, including the team leader, was very understanding. No one seemed to hold you
personally accountable. Everyone knows that things like this always happen; we all
have to learn to be understanding, because the next problem might be ours.
You will meet with Dana in fifteen minutes.
117
SECTION TWO
External Negotiations
Negotiating with Vendors
VENDOR RELATIONSHIPS
Introduction
All of the role plays in the following section look at relationships a company might
have with its vendors. The role plays do not cover the initial negotiation, but rather
issues that are likely to arise once a contract has been signed.
Each of these tightly drawn role plays explores specific issues, as well as
the general process of negotiation. Each one can be used to clarify and discuss only
the issues raised by the content, or used as part of an overall vendor-negotiation
program.
If you are going to use the role plays as part of an overall program, we suggest
that you include a discussion about what the company thinks of its relationships
with its vendors and what vendors think about their relationships with the com-
pany. We usually suggest that participants rate the company using a continuum
(going from very competitive to very collaborative. This exercise works particu-
larly well if half the participants play the company role and half play the vendor
role. Problems that are identified should be listed and discussed by the entire
group. It is critical that you take this to the next step: have the group explore pos-
sible solutions. If you have collected data from vendors that might be particularly
helpful, present this to the group for discussion.
These role plays can also work if your firm is itself a vendor. They will give
your people an opportunity to practice dealing with the range of problems that
come up when working with the same clients over an extended period of time.
In the Trainers Notes for each role play, we indicate how we have used the
activity ourselves, and provide suggestions that will make it more effective.
121
Title: THE CONTRACT MANUFACTURER Role Play #18
To learn how to deal with a contractor who has failed to

meet his/her obligations.
Trainer Notes: In addition to looking at how well participants handled the

problem presented by the role play, be sure you talk about
the companys process for approving sites prior to signing a
contract and starting work.
We suggest that you also explore how internal pressures

can be handled in order to move things along and avoid
problems.
This is a complex role play involving a difficult situation.

There is usually a great deal of annoyance and frustration
expressed by the auditor. This frustration usually centers
on the fact that the auditor took a risk and approved the site
without having seen the changes that were made. Having
taken the risk, he now has a problem.
123
ROLE PLAY #18
BETSY REDDEN
Plant Manager
You are the plant manager of a chemical manufacturing facility that has recently
been updated to provide specialized manufacturing services to specialty chemical
companies. Yours is one of the few plants in this part of the country that can quickly
manufacture very complex compoundscompounds that would take other facili-
ties much longer to manufacture. Management invested a great deal of money in
upgrading the facility, and it is now paying dividends.
BIM Chemicals is one of the companies you hope will use your plant more fre-
quently. BIM is a small (but growing) firm in the specialty-chemicals field. Several
months ago, you began talking with BIM about manufacturing one of their new
products: Alfa B. BIMs researchers spent a considerable amount of time assessing
your facility, and seem to be satisfied. Shortly thereafter, Fred Gray, one of their
auditors, came by to check out the plant. During the exit interview, he pointed out
what he called several GMP (Good Manufacturing Practices) deviations. These are
problems you already know about and dont find terribly important. Your facility
might not follow the letter of the law when it comes to government regulations, but
youre very close. In fact, no other company has ever pointed them out as problems.
Fred recommended an action plan to address the deviations, and you get the
impression that it wouldnt take too long to meet the standard. You agreed to see
that the areas are immediately addressed. He, in turn, said he would recommend
approval of the facility to BIM management.
You received a letter from Fred outlining the exit interview and spelling out the
actions you agreed to during the meeting. When you saw them in print and dis-
cussed them with your staff, they somehow looked much harder to accomplish. In
fact, youre sure you wont be able to get them all completed by the time the manu-
facture of Alfa B is scheduled to begin. Several new contracts and other internal
projects have limited your ability to complete everything. You sent Fred a letter say-
ing that you wouldnt be able to meet all of your commitments to BIM because of
other corporate commitments. You were deliberately vague in the letter, since you
dont want to be pinned down to a specific schedule if you can avoid it. The devia-
tions dont seem terribly important or far off standard; you are sure that he will still
approve your site, even though he wont be happy about the deviations.
Fred called you yesterday, after he received your letter. He sounded very upset
and said that he would be here today to speak to you. You know there is no way
to make the required GMP upgrades within the present time frame. It would
125
mean shutting down some other manufacturing areas, and would certainly impact
the deadlines of other customerscustomers who are not concerned with the GMP
deficiencies noted by Fred. Still, you are somewhat uncomfortable, because you did
agree at the exit interview to make the changes. Everyone would like BIMs busi-
ness. This company has the potential to provide several million dollars worth of
business each year. More, if everything goes well.
You are scheduled to meet with Fred in a few minutes.
Here are the items that Fred referred to during the exit interview and in his letter:
Temperature and humidity are not monitored in the compounding area.

Alfa B is very sensitive to minor fluctuations in humidity.
There is no system for tracking equipment-calibration due dates. Fred
noted that several pieces of equipment are past due calibration.
There is no master plan for equipment-cleaning validation. Most clean-
ing processes have not been validated. The chemicals are water-soluble,
so that is not an issue of concern.
There are no procedures for investigating failures.
A new segment was added to the USP water system, but there has been
no formal validation of the entire system after this change was made.
There have been serious occasions of off-limit microbial counts in the
USP water that have gone uninvestigated.
126
ROLE PLAY #18
FRED GRAY
Auditor for BIM Chemicals
You are Fred Gray, auditor, and have worked at BIM Chemicals for about five years.
You just audited an outside manufacturing facility that is scheduled to produce one
of BIMs most-important new products, Alfa B. The companys scientific research
staff assessed the capabilities of the operations several weeks ago and found them
to be acceptable. In fact, they recommended that the company use this facility. To
quote their report, This is an excellent, well-run facility.
The time line for this compound is extremely tight, but the facility has some
unique systems that enable its staff to meet tight manufacturing requirements.
However, when you audited the facility, you found some significant GMP deviations
that you reviewed during the exit interview. The facilitys management acknowl-
edged the situation and assured you that your findings and recommendations
would be addressed immediately. They did say that no one else had ever raised
these issues and that they could not understand why they are of such concern.
You documented your exit interview, including all audit comments and recom-
mendations agreed to by the plant manager, Betsy Redden. You requested an imme-
diate response confirming the actions to be taken, even though you hadnt received
the written response. You recommended approval of this facility because of
Ms. Reddens strong assurances during the exit interview.
Today, a week later, you received a letter from Ms. Redden. You are very sur-
prised to read that the confirmation does not adequately address the findings or
the agreed-to actions. In fact, the entire letter was vague and general. You are furi-
ous; the actions were very clearly stated and agreed to in the exit interview. You cant
start looking for a new facility now; production of Alfa B is scheduled to begin next
month! You need to meet with Betsy to come up with an acceptable resolution to this
problem right away. GMP standards must be met, and the production of Alfa B sim-
ply cannot be delayed. In your mind, the GMP issues could be resolved if Betsy
starts to address them immediately. However, you realize that this might affect some
of their other commitments. If Betsy had started to address the deviations when she
said she would, the problems would be well on their way to being resolved.
You called Betsy to set up an appointment, and indicated your annoyance. You
spoke with your management and everyone was very clear: We have no real options.
This needs to get resolved so that production can begin and we can stay on sched-
ule. Everyone agreed that you have the authority to work out the problem.
You will meet Betsy at the facility in the next few minutes.
127
Here are the items that Fred referred to during the exit interview and in his letter:
Temperature and humidity are not monitored in the compounding area.

Alfa B is very sensitive to minor fluctuations in humidity.
There is no system for tracking equipment-calibration due dates. Fred
noted that several pieces of equipment are past due calibration.
There is no master plan for equipment-cleaning validation. Most clean-
ing processes have not been validated. The chemicals are water-soluble,
so that is not an issue of concern.
There are no procedures for investigating failures.
A new segment was added to the USP water system, but there has been
no formal validation of the entire system after this change was made.
There have been serious occasions of off-limit microbial counts in the
USP water that have gone uninvestigated.
128
Title: BAD NEWS Role Play #19
Objectives: To practice the six-step method of effective negotiation.
To learn how to deal with bad news.
Trainer Notes: This is a good role play to help members focus on relation-
ship and content issues. The supplier has clearly been a
good vendor, but internal problems have arisen that will
affect a potential contract. In addition to looking at the
issues, pay particular attention to what people said and how
they said it. Many people believe that talking directly about
this problem will destroy their relationship with the other
party. As a result, they tend to make promises they cant
keep.
In your discussion, explore the implications of asking or not

asking for compensation. The vendors will at times decide
not to ask for any compensation in order to avoid offending
anyone and to maintain the relationship. This is important,
since the company is prepared to make some payment, and
it is particularly important if your company is the vendor.
As a follow-up discussion, it can be helpful to talk about
how to maintain relationships in the face of these situations.
Industry: Consumer products
129
ROLE PLAY #19
ED MICHAELS
MAF, Inc.
For the past several months, you have been meeting with Eric Sloan at Meta Corp
about Metas upcoming Toothpaste and Teens study. While Eric never made any
direct promises, it was clear (at least in your mind) that some of the work would
go to your company, if not all of it. You have done a fair amount of work for Meta
and for Eric. You helped him with the initial questionnaire, as well as with the over-
all format of the study. You were willing to spend the time because your company
wants to move into this area, and this was an ideal way to do so. You dont usually
spend this much time up front with a client, but you felt in this case that it was
worth the investment. In fact, you recently hired someone with skills in the field to
enhance the companys capability. This person worked for one of your competitors
and is well respected in the field. Eric knew this, and told you that he thinks it was
a great idea.
Several weeks ago, Eric asked you to submit a proposal. You did this, expect-
ing that you would get the contract. He called earlier today, saying that there are
some problems that he needs to discuss with you. Knowing Eric, your proposal is
in trouble. Otherwise, he wouldnt have suggested a meetinge-mail and telephone
are his preferred ways of communicating. He should have just told you what was
bothering him. You budgeted this project at $65,000, which you think is very rea-
sonable. It doesnt even cover all the work you already did with Eric these past sev-
eral months. That time alone (if it were billable) would come to another $10,000 at
the very minimum, bringing the overall cost of the study to $75,000. While there
were never any discussions about fees for your work, you believe that you should
be compensated if youre not going to be awarded the contract. You did the work
because you expected the contract would go to you. It was an investment.
You have several minutes to prepare.
131
ROLE PLAY #19
ERIC SLOAN
Purchasing Representative
You have an interesting problem. Several months ago, at the suggestion of one of
your internal customers, you began work on a Toothpaste and Teens study that
Marketing was going to need. You identified a market research vendor, MAF, Inc.,
to begin working with you. MAF hasnt yet done a great deal of work on this proj-
ect, but their sales rep, Ed Michaels, clearly helped you with the format and the
design of the questionnaire, and helped you think through the manner in which
the work could be completed. MAF has done a fair amount of work for the com-
pany, and for you personally. While you didnt make any promises, you know that
Ed expects to get this project. Although the field is not one that MAF has worked
in before, theyre clearly knowledgeable and capable of doing the work. In fact,
Ed let you know that they recently hired someone with expertise in teen surveys.
In reality, you expected to give Ed the work, or you wouldnt have
begun working with him. You asked for a proposal, and he submitted one for
$65,000a price you feel is a bit high, but not unreasonable. Your guess is that
Ed really wants this business. However, last week your boss asked to talk with
you about the project. She said that since this was such an important, high-
priority project, she feels we should go with one of the more-established market
research vendorsvendors who have a history of doing work with teens. To
quote her, This project is too important to give to someone who hasnt done
work in this area before. When you mentioned your work with Ed Michaels at
MAF and the work he has already completed, she said, I know about that and
I know how you feel about Ed, but I strongly feel that we cant take the risk. She
went on to say that if Ed asks for compensation for the weeks worth of work,
you can work something out.
You now have to meet with Ed to discuss this. You called him shortly after
meeting with your boss and told him that there are some problems on the project.
He has probably figured out that its serious, since you usually communicate by
phone or e-mail. You are not at all happy with this, since you really wanted to work
with Ed and MAF.
You have the next fifteen minutes to plan for your meeting.
133
Title: THE PHOTOGRAPHER Role Play #20
To practice dealing with difficult individuals.
Trainer Notes: This role play will work particularly well if you have given peo-
ple a model to work with. If this is the case, your observer
sheet should be tailored to reflect your model. The difficult
person in the scenario, the photographer, is older and widely
respected, and he knows it. He is capable of using his power
and his prestige for personal advantage.
The exercise works particularly well with groups of people

who must interact with temperamental or difficult individu-
als. If this role play is part of a longer program on how to
deal with difficult people, it can be particularly helpful to
complete only the Issue Identification step.
In debriefing this role play, pay particular attention to how

clearly the issues are articulated. People are often very
uncomfortable talking to this type of person and tend to be
so careful about what they say and how they say it that the
message gets confused. This makes bargaining a lot more
difficult.
If you need additional information on how to deal with dif-

ficult people, refer to the Bibliography. One book we have
found particularly helpful is Difficult Conversations, by
Douglas Stone, Bruce Patton, and Sheila Heen.
Industry: Publishing
135
ROLE PLAY #20
RICHARD MASON
Photographer
You have been a fashion photographer for the past fifteen years, and you know your
business. You are well respected in the field, and have more assignments than you
can handle. One of the reasons that youre so good is that you insist on having com-
plete control over what happens at the shoot. You know what must happen to make
things work, and you wont allow anyone to get in your way. Models love working
with you because you really take care of them. You know that this has earned you
a reputation for being difficult, but that cant be helped. You are also considered the
best in the field, and the two things go together. People pay top dollar for you, and
youre going to give them the best.
Next week you have a shoot for Teen Brides magazine, and youre not looking
forward to it. Youve never worked for Teen Brides, and you doubt that they under-
stand how you work. In addition, youve decided that you dont really like bridal
gownstheyre boringbut its an important market. This shoot is one you dont
want to miss; its to be held in St. Barts, at a hotel you love. This is a big market
and its one you want a piece of. Youve heard that Teen Brides is way too concerned
with detail; they want to control whats going on, and everyone is given a say in how
things are done. They dont understand that if you listen to everyones opinions, the
pictures will look like something out of a first-year photography class. They should
just let you alone to do what they pay you to do.
Taylor Butler, the fashion editor at Teen Brides, has asked to meet with you
this afternoon to prepare for the shoot. You know Taylor well, having worked with
her at several other magazines. Youve always found her easy to work with, since
she leaves you alone. You wonder whats up. However, youre glad for the chance to
meet today so that you can get a few things straight about how you want to work
on the set. Maybe it will help speed things along so youll have more time to enjoy
St. Barts.
137
ROLE PLAY #20
TAYLOR BUTLER
Fashion Editor
You are dreading the next week. Youve got a very important and expensive shoot
coming up with Richard Mason. Mason is one of the foremost photographers in the
field, and his photos are spectacular. You have worked with Richard in the past and
like him. He has a way with models, and brings out their very best. However, he
might be wonderful with models, but hes just dreadful with everyone else at the
location. He insists that someone be available to do his bidding at all times. He
insists on having absolute control over every aspect of whats going on. If he does-
nt like the way something has been handled, he yells and screams at the people
involved. In fact, youve never heard him speak nicely to anyone, except the models
he works with.
You want to use Mason as much as possible, but you dont know how to han-
dle him. You also dont know how to handle the anger and tears of the people he
yells and screams at. In fact, several people who worked with him at other compa-
nies have already told you that they dont want to work with Richard again. There
are six people involved in next weeks shoot, which will be held on St. Barts.
Somehow, you have to get his behavior under control. In fact, two of the six people
involved didnt even want to go to St. Bartsyou had to use all your persuasive
skills to get them to agree to go.
You have a meeting set up with Richard in half an hour to talk with him about
his behavior on the set. As you think about him, you remember that he can be quite
charmingits at the shoot that he becomes so difficult.
139
Title: THE FINAL REPORT Role Play #21
To explore what options are available when a contractor we

have engaged fails to meet commitments.
To practice clearly describing our feelings and concerns.
Trainer Notes: This role play has a lot of potential anger in it, so it is
important to look at how people handled their anger. Were
they able to use it productively, or did it get the best of
them? Look also at its impact on the overall relationship.
This role play is a good one for looking at the entire six-step
negotiation process.
If your company has a procedure for handling this type of

situation, present it and have the group discuss it. In addi-
tion, if any of the participants have had similar problems, it
would be useful for the group to hear how the problems
were handled.
Industry: General
141
ROLE PLAY #21
EDUARDO LOPEZ
Alpha-Beta Project Manager
Approximately six months ago, you gave a small but important contract to JPA, a
mid-sized consulting firm. This is the first time you have worked with JPA, but you
expected them to do good work and complete everything on time. Others told you
that JPA is a good outfit and that you can trust them.
Yesterday you received a call from Jim Callahan, JPAs project manager for
your project. He told you that JPA will not complete the project on time. In fact, he
said, they will probably be three months late. He didnt indicate what the delay is
only that he needs to meet with you.
As you think about this project, you realize that you didnt give it your full
attention. You were so busy with other things, and you were so sure that JPA would
do a good job that you really didnt manage this project the way you usually do. In
the early stages, everything seemed to be going wellall the early milestones were
achieved. As a result, you didnt meet with them as frequently as before, since you
were busy with other work. You spoke with your boss about what to do, and he said
that his primary concern is to see how much time can be made up. He wasnt happy
about your request for additional money, but he agreed that if money is what it will
take to get the project done, you can have it. However, he clearly doesnt want to
cover all their costs, since the problem was of their making, not yours. You could-
nt agree more; JPA deserves to be penalized. Just because you were not micro-
managing their every activity is no excuse for falling this far behind. Theyre
supposed to be professionals. There is nothing in the contract about penalties, but
this is probably a good time to raise the issue. You will meet with the JPA person
in ten minutes.
Known to Both Parties:
This is a one-year project. Six months have already elapsed.
143
ROLE PLAY #21
JIM CALLAHAN
JPA Project Manager
Approximately six months ago, you received a small contract from Alpha-Beta, Inc.
This is the first contract youve signed with them, and everyone wants it to go espe-
cially well because it might open the door to additional work. Everything went great
for the first several monthsall the milestones were achieved. You had several
meetings early on with their project manager, but youve heard almost nothing from
him for several months. You assumed that he felt comfortable with how things were
going and that you had the project under control, which you did.
However, yesterday you had to call to tell him that the project would be at least
three months late. Youre not sure exactly what happened, except that during the
last several weeks you received a number of new contracts, several of which are
quite large. In fact, one of them is the largest contract the company has ever
received. While you didnt think these new contracts would create a problem, it
appears that the Alpha-Beta project got pushed aside. This isnt something you
want to tell them, but its the reality.
You spoke with your boss about the problem, and she said, We need to get
the Alpha-Beta project finished as soon as possible. We cant lose that account;
Alpha-Beta is too important. It would be ideal if you can get an extension or more
money. Do whatever you have to.
You can probably make up some of the time, especially if Alpha-Beta helps
out. In fact, the more they help, the more time you can make up. This would allow
you to hire several contractors. It isnt likely, however, that you can make up all the
time that has been lost.
You have ten minutes before your meeting with Alpha-Betas project manager,
Eduardo Lopez.
Known to Both Parties:
This is a one-year project. Six months have already elapsed.
145
Title: THE MARKET RESEARCH STUDY Role Play #22
To practice Issue Identification.
To practice dealing with a problem situation.
Trainer Notes: This role play is ideal for use with marketing research people.
It is most effective when used to focus on Issue Identification.
If the role play is used only for Issue Identification, partici-

pants should be instructed to stop as soon as each person
has talked about the things he/she wishes to cover. One per-
son in each pair should summarize both parties issues,
and then they will be finished. In the debriefing, discuss
whether each party allowed the other to get all of his/her
issues out before responding.
If the role play is used as a complete negotiation activity,

discuss how the vendor addressed the problem. Were the
clients needs met? What was the impact on the relation-
ship?
Industry: General
147
ROLE PLAY #22
G.W. STAR
Vehicles, Inc.
You have a problem with a report (if you can call it that) delivered by Ace, Inc., one
of your vendors. Although you inherited this project from someone else, you have
worked with Ace in the past. Theyre a small company and theyre very good at what
they do, but they know it. Youve never enjoyed working with them, but thats
another story. Ace was contracted to do a study and create concepts for a new prod-
uct. The study consisted of forty-five to fifty in-depth interviews and a summary
report of the findings.
Earlier this week, the company president came in to present the findings. The
Project Manager was not present. The presentation of the findings was very profes-
sional, but when you asked for the back-up data and a detailed report, Aces pres-
ident explained that none was available. What he presented was a first-rate
PowerPoint show. When you asked about the report, he said, There was nothing in
the contract about a report. Weve done what was required. The final results were
presented, which is what the contract calls for and what your associate and I dis-
cussed. No one said they wanted a written report.
The associate you inherited the project from is no longer with the company,
and his notes are not very clear. While the PowerPoint presentation was a good one,
you need the raw data and the detailed tabulations to make your decisions about the
product. His interpretation of the data is not enough; you cannot rely on just his
word. When you looked at the contract, you noticed that the language isnt clear; it
only says that a report will be presented. Aces president should know that the tab-
ulations and a written report are necessary requirementsafter all, hes been in the
business long enough. Your view is that Ace should provide all the data, as well as a
complete report about what they did and how they went about itespecially for what
theyre charging. You need this material as quickly as possible. PowerPoint slides are
not enough.
You set up a meeting with the president of Ace for today to discuss the mat-
ter. You tried to reach your former co-worker for more information, but hes out of
the country and wont be available for at least a week.
You spoke with your boss about the problem and asked about paying addi-
tional money; she said she would rather not, but would leave it up to you. She gave
you full authority to work something out.
The actual cost of the study is $25,000, which you believe warrants a written
report.
149
ROLE PLAY #22
GEORGE M. CRAVEN
President of Ace, Inc.
You are the president of a small market-research firm that has been in business for
close to a dozen years. Your company does good work, and you have an excellent
reputation. You recently completed a project for Vehicles, Inc. The Vehicles man-
ager is G.W. Star, who took over the project after it was well underway. For some
reason, G.W. and you have never gotten along. You are not sure why.
You made a presentation on the project earlier this week to several people at
Vehicles. If you say so yourself, it was a very good presentation. However, after you
finished, B.D. asked for the raw data to support your calculations and a copy of
the complete written reportnot just the PowerPoint slides. You told her that the
contract did not require a written reportonly the presentation that you just com-
pleted. Nothing was said about preparing and presenting all the tabulations. When
the work was originally discussed with G.W.s predecessor, there was no mention
of the raw data or a complete report. In fact, one of the ways you kept the cost down
was by not doing all the tabulations or preparing a written report. B.D. indicated
that the two of you need to talk.
As you think about this, you realize that writing a final report will require sev-
eral additional days of work, not to mention an employees time and that of a sen-
ior project director to review and critique the report. The report is a big problem;
writing one takes time and care, and it will cost at least $6,000 over and above the
$25,000 cost of the actual study. Moreover, it will be several weeks before you can
even get to the work, because of other commitments. Its the report thats the big
consumer of timethe raw data and the tabulations are not that much of a prob-
lem. You really would prefer not to have to do the work.
You will meet with B.D. in ten minutes.
151
Title: NEW STAFF Role Play #23
Trainer Notes: This role play provides an excellent opportunity to look at

different perceptions of the same situation.
Be sure that you explore how the company person handled

the situation. He has very strong feelings about the issue.
Did he indicate how he felt? Participants usually focus on
the facts of the situation rather than on the feelings, and
tend to be much more punitive in terms of the future and
their expectations. However, when they discuss feelings
and the feelings are acknowledged by the other party, the
outcome is far more positive, as are the long-term implica-
tions. Pay particular attention to what the vendor does to
clarify the problem. Too frequently, vendors become very
defensive; as a result, the full nature of the problem is not
explored.
If your company is a vendor and you have done previous

training or have a particular model you wish participants to
use, be sure that a discussion of that model precedes this
role play.
Industry: Software
153
ROLE PLAY #23
MICHAEL CHAN
Project Director, ABC
You are ABCs project director for the Acme-33 development project. It is now six
months into the project, and you are generally satisfied with how things have been
going. You would have liked (and still would like) a closer working relationship with
the Acme project manager, who hasnt been easy to work with. Youve tried to sched-
ule meetings with him, but he is frequently not available. However, some meetings
do get scheduled, and they are usually productive.
Yesterday, you received a call from the project managers secretary, asking
about scheduling a meeting for today. You are not sure what the meeting is all
about, but your statistician called and mentioned a conversation with his Acme
counterpart, Anne Bennet. During their conversation, he mentioned that he was no
longer going to be working on the project. He said that Anne seemed quite annoyed.
You dont understand why. You almost always change team members when new
projects come in-house. This is something Acme should realizetheyve worked
with consulting firms before. Its the only way a company like ours can operate.
However, you are sure that once you review the skills of the new person, it
wont be a problem. While the new person is new to ABC, he isnt new to the indus-
try, and hes extremely capable. Acme is probably aware that the technical writer
has also changed, but he, too, has been replaced with an excellent persona sen-
ior company employee who just returned from medical leave who is outstanding. If
anything, she will enhance the project. From your perspective, the project probably
has better people now than it had when it was started, and they are people you are
personally more comfortable with. You hope that Acme will see it the same way.
Take the next several minutes to prepare for this meeting with the Acme
project manager, Sam Lindsay.
155
ROLE PLAY #23
SAM LINDSAY
Project Director for Acme
You are the project manager for a contract project your company, Acme Software,
has with ABC and Associates. You asked to meet today with Michael Chan, project
director for ABC, whom youve met with several times since the project began. You
have several concerns with how ABC is handling the project, and you would like to
discuss them.
When the project first began, you were quite happy with how it was being han-
dled. Its now six months into the project, and things have happened recently that
concern younamely, that several members of the ABC project team have been
reassigned. This was done without anyone informing you or anyone else at Acme.
The only way you found out about it was when your statistician Anne called her
counterpart at ABC, who told her that he is no longer on the project and that his
replacement will call her back later. During that conversation, he mentioned that
one of the writers had also been assigned to another project. These changes can
only serve to create problems. The people involved developed good working rela-
tionships with your people. To say the least, you are very concerned. So are your
statistician and writer; they both called to express their displeasure. To make mat-
ters worse, the ABC people dont appreciate how this leaves you feeling. This isnt
how you do business. At the very least, they should let you know that changes are
needed before they make them. Ideally, they should ask if a change is acceptable.
You suspect that they will continue to switch people as they see fit. You are left with
the feeling that this project isnt very important to them, and this is bound to have
an impact on the success of the project. This is probably the first of many changes
ABC will make.
You would like to have both people back on the project, or at least plan for a
more orderly transition. You clearly dont want this to happen again. You will meet
with Michael Chan, the project director, in a few minutes.
157
Title: CLEAN DATA FILE Role Play #24
Time: Ten minutes
Objectives: To practice Issue Identification.
Trainer Notes: In debriefing this role play, discuss whether the vendor asks
questions. Does the vendor listen to the client and clarify,
when appropriate? Does the vendor make sure all of the
clients concerns are on the table before he/she responds?
Many times, people will begin bargaining before all the
issues are clear. Discuss the possible consequences of doing
this.
This is a brief role play that we use to illustrate the Issue

Identification step in negotiations. It was written with that
objective in mind, so there will not be enough material to
make this into a complete role play. Dont use it for anything
more than Issue Identification.
Industry: Software or General
159
ROLE PLAY #24
BOB WALSH
Morgan Consultants
You are a project manager at a leading software consulting firm. Two days ago, you
delivered the final data file to Software Inc. on the beta test of their new software.
Everyone felt really good about getting it done on time, since Software Inc. is an
important new client. You have a lot riding on this project, and when you brought
the report to them, everyone was very pleased.
You were away all of last week, so you didnt have a chance to check any of
the data before it was delivered. Yesterday, however, the Software Inc. project man-
ager, Meg Stone, called and said, When we reviewed the data, we found a number
of inconsistencies and missing data points. You couldnt believe what you were
hearingthis has never happened before! Meg asked to meet with you later today.
After reviewing the data, it is clear that Software is right. There are some
problems that wont be easy to fix, and this will take a fair amount of time. Software
Inc. has to be furious, since they already paid an amount equal to the project cost,
and wont be happy about paying any more. In fact, they advanced monies when
your company was having cash-flow problemsnot many companies will do that.
They basically paid for the project before it was completed. And now, because of
several new contracts, you dont have anyone readily available to address these
problems. You could hire several contractors; that will cost money, but it will
quickly solve the problem. One person you have in mind is a former company
employee who could straighten things out quickly. It would be great if you could get
a one-month extension.
You spoke with your boss about this, who said, Do what you have to do.
Theyre too importantjust dont give away too much. Youre not sure exactly what
that means, but you have another ten minutes before the meeting with Meg Stone,
Software Inc.s project manager, to figure it out.
161
ROLE PLAY #24
MEG STONE
Software, Inc.
Last week Morgan Consultants, the firm working on the beta test of your new soft-
ware, delivered what was supposed to be the clean data file. If this is a clean data
file, then they need to go back to school. Just a brief check revealed a number of
inconsistencies and missing data points. It appears that Morgan didnt do even the
most basic quality assurance review before bringing the data to you. This really sur-
prises you, since up until now, their work has been more than acceptable. Its clear
that a lot of data clean-up will be needed. Unless something can be done and done
quickly, the product release will be significantly delayed. However, if Morgan
assigns enough people to the project, they should be able to make up most of the
time.
This isnt going to sit well with your management. To further complicate
matters, you already paid Morgan an amount that equals the total project cost
because the company was having cash-flow problems. You advanced them money,
which is something we never do and something no one else would do. It was a big
favor.
You spoke with your boss about the problem, and she, too, was very
unhappy. She told you that you have complete authority to work the situation out,
but she doesnt want to pay Morgan any more money. The problem is theirs to fix,
and it has to be fixed quickly. You need to make that very clear. We have too much
riding on the testing, and people here have been waiting for the data. I thought they
were a good company. I wont want to send any more business their way if they dont
do the right thing. You set up a meeting with their project manager, Bob Walsh, to
deal with this issue.
You have ten minutes to think things through before you meet with Bob Walsh.
163
Title: THE LATE REPORTS Role Play #25
Objectives: To practice dealing with poor vendor performance.
To practice either the complete six-step negotiation method

or the Issue Identification step.
Trainer Note: This role play can help the group learn to deal with poor
vendor performance. If it is being used only for the Issue
Identification step, participants should be instructed to
negotiate only until each person has laid out the things
he/she wishes to cover in the negotiation. Once this is done,
one of the two players should summarize both parties
issues to complete the role play.
In the full role play, some role players will ask for their
money back, which can raise very difficult issues. You
should explore what this might do to the relationship. See if
anyone has been involved in this type of situation, and ask
him/her to talk about what happened. You should also be
aware of your companys general position on this issue.
Industry: General
165
ROLE PLAY #25
DONALD SAWYER
Project Manager for Tiger, Inc.
You are furious with Lopez & Associates. You just received a phone call from Kathy
Witkowski, the project director at Lopez, who said that they will be at least two
weeks late with their final report. What really bothers you is that the deadline
wasnt a surprise. You discussed this date with their Business Development people
when the project was originally discussed, and again with the project director when
you met with her at the start of the project. Everyone assured you that time wasnt
a problem and that Lopez fully understood the importance of the date and the need
to file on time with the government. Its clear to you now that this was just talk
talk to get the contract.
What makes you even angrier is that when it looked as if the date might be a
problem two months ago, you spoke with Kathy and told her that if there is a prob-
lem with the deadline, you will assign additional people to help out. You had peo-
ple available at the time, but now thats no longer the case. Lopez was aware of the
importance of the project and the deadline for the final report, and assured you
that they wouldnt miss the date. If necessary, she said, Lopez would assign addi-
tional people. You are so annoyed that you want to ask for a refund. Your last con-
versation with the project director was about three weeks ago; you were assured at
the time that everything was okay and that there were no problems.
Lopez shouldnt make promises knowing that they cant be kept. Youve heard
this about them, they over-promise. Thats why you watched this project so closely.
And now, your boss and senior management are annoyed with you for not doing
your job. As your boss said, You knew this project was important. Why werent you
spending more time with them? Werent you watching this project? She went on to
say that you should do what is necessary to solve the problem and get the report in-
house as quickly as possible.
Take the next several minutes to prepare for the meeting with Kathy from
Lopez Associates.
167
ROLE PLAY #25
KATHY WITKOWSKI
Project Director, Lopez & Associates
You are the project director for a contract with Tiger, Inc. The project manager
heading up the project for Tiger has asked to meet with you. This wont be a pleas-
ant meeting, because he is furious. Were going to be at least two weeks late getting
the final report to them, which will probably delay their filing with the government
by at least three weeks, if not more.
Getting the reports on time was critical. The people at Tiger made that very
clear at all the initial meetings. We knew it would be difficult, but everyone believed
that we could make it if we pushed. We really wanted to impress them. Everyone
knew the importance of the reports to Tiger and worked overtime in an effort to get
the job done on time. What probably made the project manager even more upset is
that he told us that Tiger would put their own people on the project if the deadline
becomes a problem, just to make sure it is met. We refused, and assured them that
the deadline wouldnt be a problemthat we would get the job done. You last dis-
cussed dates with him about three weeks ago, and everything seemed to be on
schedule then. You assured him that you were on schedule, and that they would
have the report on time.
The situation became complicated because one of the key computer people was
injured while on a skiing vacation and didnt return to work when anticipated. In addi-
tion, we received several new contracts, and had to hold the initial meetings and do
project plan development. Everybody was just stretched too thin. We gave it our very
best efforts, but the bottom line is that we will be two weeks late. You spoke with your
boss about the matter, and she said to do whatever is necessary to solve the problem.
She went on to say, Tiger is an important client, and we dont want to do any more
damage to the relationship than we already have.
Take the next several minutes to prepare for the meeting with Don.
169
Title: WRONG WORK Role Play #26
To practice dealing with incorrectly completed work.
Trainer Notes: This negotiation role play is good to use for Issue
Identification. If you use it as a complete role play, pay par-
ticular attention to how clear the META person is on the
issues. If he/she stays focused and assertive, the needs will
usually get met.
This is another role play that can help you examine how
your company handles poor vendor performance.
Industry: General
171
ROLE PLAY #26
JONATHAN HARRIS
Harris Consulting, Vendor
You just completed an assignment for Meta, Inc. in which you did much more than
was required. Meta asked you to provide a nationwide RN database by state and
county (place of work and years as a nursea fairly simple task). What you pro-
vided was a database that included nurses, LPNs, social workers, and dental
hygienists, all mixed together. It was a comprehensive database and certainly more
than they asked for, but now theyre upset. In a brief conversation, Barbara Metcalf,
the client, indicated in no uncertain terms that the database is not what she
ordered and is of no value in its current form. She said Meta can use it only if it
just lists the RNs. They made it quite clear that more is not better.
You can see why they are upset. You gave the assignment to one of your
new people, and you didnt watch him very closely because you were involved in
several larger, more-complex assignments. He assumed that if RNs were good, then
putting in everyone else would make it even better. An interesting assumption, but
from a clients perspective, not accurate. You really dont want to spend the time
cleaning up the problem, since several new projects have just started and you dont
have any staff people available. You want the client to accept the list as it currently
isit would make your life a whole lot easier! The report is by state and county,
but it is not sorted by job title, place of work, and length of service.
Meta has already paid you 75% of the fee. The problem probably would never
have happened if Meta had been more involved, but they paid no attention to it
(neither did you), and now theyre upset. Meta is a good client, but cleaning up the
problem will cost more than the 25% they still owe you. You could probably get the
problem solved without it costing extra money, if Meta could extend the time by
about two weeks. You also would like them to pay the rest of the fee before you com-
plete the job.
You spoke with your partner about the problem; she agrees with your assess-
ment, and will support whatever decision you make.
This is the third project this vendor has completed for Meta; the previous two were
both done on time and are accurate.
The project requirements were clearly spelled out in the project engagement
letter.
173
ROLE PLAY #26
BARBARA METCALF
Meta, Inc.
You have a problem with a vendor who just finished (so he thinks) an assignment
for you. Harris Consulting was asked to prepare a nationwide database of
Registered Nurses, selected by state, county, place of service, and year of service. You
received the database earlier this week. Youve reviewed it and you are truly upset.
The database that Harris prepared includes LPNs, social workers, and even some
dental hygienists. It in no way represents the specificity that you asked for. It looks
as if they had some intern go through databases and print out everything that even
remotely resembled your requirements. Its of no value to you in its current form.
Your internal customer in the Marketing department happened to be in your
office when the material arrived. After a quick review, she made it quite clear that
the database was unacceptable. She said the vendor has to remedy the problem
and do it quickly, since the data is needed shortly. She was really angry, but your
guess is that she has a bit more flexibility than she implied.
The problem is really complicated, since you already paid Harris almost 75%
of their fee. You never asked them to send you a sample, since you thought the
requirements were clearly spelled out in the project engagement letter that you
drafted and sent to them. Because your schedule was hectic, you didnt take the
time to monitor what they were doingyou just assumed that everything would be
done accurately and on time, as in the past. Time wasnt an issue, but the accuracy
of the information in the database left a good deal to be desired. You would like to
ask them to return the fee if they cant remedy the problem.
When you called Jonathan Harris and indicated your concern, his response
was essentially, You got more than you asked for. Whats the problem? Rather
than have a protracted discussion over the phone, you suggested a meeting. It will
begin in 15 minutes. You are clearly not going to pay any additional money, and will
not pay the final 25% until you get what you ordered. Your boss has given you com-
plete authority to solve the problem.
This is the third project Harris Consulting has completed for Meta; the previous
two were done on time and are accurate.
The project requirements were clearly spelled out in the project engagement
letter.
175
Title: THE TELEPHONE CALL Role Play #27
Objective: To practice Issue Identification.
Trainer Notes: This role play should be used only for Issue Identification,
since the amount of information is limited. In debriefing,
pay particular attention to the research coordinator. Did
he/she ask questions and listen, in an effort to understand
the nature of the problem? When this goes poorly, the
research coordinator doesnt listen and attempts to push
the investigator to talk with the CRO.
In your discussion, focus on the investigatorhow she/he

feels, and why.
177
ROLE PLAY #27
FRANK LYSIK
Research Coordinator at Silva Pharmaceuticals
You are a research coordinator at Silva Pharmaceuticalsa position you have held
for a number of years. You like and enjoy your work. Recent years have seen a big
change in how company research is conducted; contract research organizations
(CROs) play an ever-increasing role in pharmaceutical research, and Silva has been
no exception. Until recently, however, your division contracted out only two relatively
small studies to CROs.
Two months ago, you contracted out a large multi-site study to Research
Magicians, a large CRO. This is a major study, and you just didnt have the people
to cover all the work. Research Magicians has done other work for the company,
and everyone has felt comfortable working with them. In fact, when you suggested
several possible sites to your colleagues, they told you that they would contact them
and, if at all possible, would use them. All the sites are good ones that you expect
you will use again.
This morning, Dr. Goodfellow at the State University Medical Center called
you. Goodfellow is one of the investigators you suggested that Research Magicians
contact. He has been a good investigator; he always meets all the study criteria, and
there are rarely any problems at his site. When you werent available to take his
call, Dr. Goodfellow left a message that he wants to discuss the Research Magicians
protocol with you. You are surprised that he didnt call the folks at R.M., but thats
the way it goes. Since youre not sure you should even be taking the call, you only
want to clarify the reason for it. The study is Research Magicians responsibility, not
yours. Thats why were paying them.
You are about to call Dr. Goodfellow.
179
ROLE PLAY #27
DR. GOODFELLOW
Investigator
You are a research scientist at State University, and you enjoy your work. It isnt
easy, but you and your staff have been involved in some interesting projects for
most of the major chemical/pharmaceutical firms. Money from these projects has
helped build up the department over the years, as well as purchase equipment and
allow you and your staff to attend a variety of professional workshops and
conferences.
The world of clinical research has been changing dramatically. Companies are
using contract research organizations (CROs) more and more, and this has created
serious concerns for everyone. Your group has been fortunate. Up until now, youve
done only one study through a CROa relatively small one. Recently, however, you
agreed to participate in a large multi-center study sponsored by Silva Pharmaceuticals
and run by Research Magicians, Inc., a large CRO. The compound is an interesting
one and you want to be included, but the budget that Research Magicians offered is
really minimal; you dont see how you can get the study done and make any money.
You spoke with two other potential investigators, who are also troubled by the
budget. As one said, We now have a wholesaler between us and the company, and
theyre taking the profits.
Your staff urged you to call Frank Lysik, the companys research coordinator.
Although youre not great friends with him, you decided to make the call to see if
anything can be done about the budget. You called earlier today, but he wasnt avail-
able. Your message indicated the general nature of the problem; the budget for the
upcoming study. Your staff has made it very clear that they dont believe the study
can be successfully completed at the current price. They want you to withdraw your
commitment. This isnt something you want to do, but your staff feels that the
department will have continual problems with this type of budget.
You will talk with the research coordinator in a few minutes.
181
Support Materials
Support Materials
The worksheets in this unit are designed to help participants prepare for and
debrief the role plays. Included are the following:
Skill Identification Worksheet
The worksheet is to be completed prior to the negotiation. It is designed to

help the participants identify the behaviors they want to practice. These behaviors
should be reviewed with the observer, so he/she knows what to watch for. These
behaviors then serve as a critical part of the debriefing.
Planning Worksheet
This worksheet is designed to help people plan for the negotiation. Its primary
focus is on objectives. Encourage people to fill it out completely.
Observer Worksheet
These two sheets are designed to help the observer follow the negotiations
process and monitor the behavior being used. If you used the Skill Identification
Worksheet, ask the observers to highlight the behaviors their partners should
practice.
Debriefing Worksheet
At the conclusion of a role play, observers tend to immediately begin

telling the participants how they did. This worksheet should be completed prior
to any discussion. It will encourage participants to reflect on how they did
before the discussion begins. Only when it is completed should the debriefing
begin.
It will help the process if the observer also completes the worksheet, since it
is better for the observer to bring all his/her ideas together before sharing them
with the negotiators.
Feel free to modify these materials to meet your own needs.
185
SKILL IDENTIFICATION
WORKSHEET
Directions
In the space below, describe each of the skills you want to practice in the upcom-
ing negotiation. Be as specific as possible.
187
PLANNING WORKSHEET SUMMARY
ME OTHER PARTY
ISSUES
OBJECTIVES
PERCEIVED
NEEDS AND
INTERESTS
POTENTIAL
CONCESSIONS
SETTLEMENT
OPTIONS
189
NEGOTIATION PLANNING
WORKSHEET
Directions
1) What are your objectives for the upcoming negotiation? Be as specific as

possible. What are your . . . ?
HOPE-to-gets
INTEND-to-gets
MUST-gets
2) What do you think are the other partys . . . ?
HOPE-to-gets
INTEND-to-gets
MUST-gets
3) What do you think the other party needs so that he/she can say yes to you?
4) What questions do you need to ask?
5) What questions do you think the other party will ask you?
191
THE SUCCESSFUL NEGOTIATOR
OBSERVER WORKSHEET
Selected Behaviors
Climate Issue
BEHAVIOR Setting Identification Bargaining Settlement
Asked questions
Clarified
positions
needs and
interests
Summarized
during the
negotiation
at the conclusion
Checked for
understanding
Actively listened
Made contingent
concessions
Shared needs and

interests
Proposed solutions
Established common
ground
Solicited solutions
Focused on the
problem
193
THE SUCCESSFUL NEGOTIATOR
OBSERVER WORKSHEET
Selected Behaviors
Climate Issue
BEHAVIOR Setting Identification Bargaining Settlement
Acknowledged
efforts
Expanded the pie*
Made judgments or
threats, or criticized
Fixed blame, inter-

rupted, or changed
the subject
Used irritating
words and phrases,
a patronizing tone,
or a generally hos-
tile tone
* Was creative in solutions, thought outside the box
195
PRACTICE NEGOTIATION
DEBRIEFING WORKSHEET
1) How satisfied are you with your performance?
Very Satisfied ---------------------- Very Dissatisfied

5 4 3 2 1
Please explain:
2) What do you feel most satisfied about?
3) How well did you practice your critical behaviors?
4) What would you like to have done differently?
197
BIBLIOGRAPHY
BIBLIOGRAPHY
Asherman, Ira G., and Sandra Vanee Asherman 2001. The Negotiation Sourcebook.
Amherst, Mass.: Human Resource Development Press.
Barlow, C. Wayne, and Glenn P. Eisen. 1983. Purchasing Negotiations. Boston: CBI
Publishing.
Bell, Robert. 1977. Having It Your Way: The Strategy of Settling Everyday
Conflicts. New York: W. W. Norton & Co.
Brooks, Earl, and George Odiorne. 1984. Managing by Negotiations. New York:
Van Nostrand Reinhold.
Calero, Henry H. Winning the Negotiation. New York: Hawthorn Books Inc.
Cohen, Herb. 1981. You Can Negotiate Anything. Secaucus, New Jersey: Lyle
Stuart, Inc.
Fisher, Roger, and William Ury, with Bruce Patton. 1981. Getting to Yes:
Negotiating Agreements Without Giving In. Boston: Houghton Mifflin Co.
Greenburger, Francis, with Thomas Kieran. 1978. How to Ask for More
and Get It: The Art of Creative Negotiation. Garden City, New York:
Doubleday & Co.
Harris, Charles E. 1983. Business Negotiating Power. New York: Van Nostrand
Reinhold.
Illich, John. 1973. The Art and Skill of Successful Negotiation. Englewood Cliffs,
New Jersey: Prentice-Hall, Inc.
Jandt, Fred E. 1980. Win-Win Negotiating: Turning Conflict into Agreement. New
York: Fawcett Columbine.
Karrass, Chester L. 1974. The Negotiating Game. New York: Thomas Y. Crowell
Publishers.
Ibid. 1974. Give and Take: The Complete Guide to Negotiating Strategies and
Tactics. New York: Thomas Y. Crowell Publishers.
Kennedy, Benson, and McMillan. 1982. Managing Negotiations: A Guide for
Managers, Labor Leaders, Politicians, and Everyone Else Who Wants to Win.
Englewood Cliffs, New Jersey: Prentice-Hall, Inc.
Lax, David A., and James K. Sebenius. 1987. The Manager as Negotiator.
New York: The Free Press, A Division of Macmillan Inc.
Leon, Burke and Stephanie Leon. The Insiders Guide to Buying a New or Used
Car. (Betterway Books, an imprint of F & W Publications, Inc., 1507 Dana
Avenue, Cincinnati, Ohio 45207 (800) 2890963).
Levin, Edward. 1980. Negotiating Tactics: Bargaining Your Way to Winning.
New York: Fawcett Columbine.
201
Lewicki, Roy J., and Joseph Litterer. 1985. Negotiation. Homewood, Illinois:
Richard D. Irwin, Inc.
Ibid. 1985. Negotiation: Readings, Exercises, and Cases. Homewood, Illinois:
Richard D. Irwin, Inc.
Nierenberg, Gerard I. 1968. The Art of Negotiating. New York: Simon and Schuster.
Ibid. 1973. Fundamentals of Negotiating New York: Hawthorn Books Inc.
Raiffa, Howard. 1982. The Art and Science of Negotiating. Cambridge, Mass.:
Harvard University Press.
Seltz, David D. and Alfred J. Modica. 1980. Negotiate Your Way to Success. New
York: Farnsworth Publishing.
Scott, Bill. 1981. The Skills of Negotiating. Hampshire, England: Gower
Publishing Co.
Skopec, Eric W. and Laree S. Kiely. 1994. Everythings Negotiable When You Know
How to Play the Game. New York: AMACOM.
Tarrant, John J. 1976. How to Negotiate a Raise. New York: Simon & Schuster.
Zartman, I. William, and Maureen R. Berman. 1982. The Practical Negotiator. New
Haven: Yale University Press.
GENDER ISSUES
Gilligan, C. 1992. In A Different Voice. Cambridge, Mass.: Harvard University

Press.
Greenhalgh. L. and R. W. Gilkey. 1985. Our Game, Your Rules: Developing
Effective Negotiating Approaches, edited by L. Moore. Lexington, Mass.:
Lexington Books.
Helgesen, S. 1990. The Female Advantage: Womens Ways of Leadership.
New York: Doubleday.
Kolb, D. M. and G. C. Coolidge. 1988. Her Place at the Table: A Consideration of
Gender Issues in Negotiation. Working Paper 885; Program on Negotiation at
Harvard Law School. Cambridge, Massachusetts.
Reardon, K. K. 1995. They Dont Get It, Do They? Communication in the
Workplace: Closing the Gap between Women and Men. New York: Little,
Brown & Company.
St. John, A. W. 1996. The Gender and Power Mix for Managers as Negotiators:
Negotiation Journal: Vol. 12, Number 4 October, pp. 367370.
Tannen, D. 1995. The Power of Talk Harvard Business Review (September-
October).
Tannen, D. 1990. You Just Dont Understand. New York: Ballentine Books.
202
Bibliography
Tannen. D. 1995. Talking from 9 to 5Women and Men in the Workplace:

Language, Sex, and Power. New York: Avon Books.
Watson. C. and B. Kasten. Separate Strengths? How Men and Women Negotiate.
Center for Negotiation and Conflict Resolution: Rutgers Working Paper Series.
(The address for this paper is: CNCR Rutgers University, 15 Washington
Street, Newark, NJ 07102).
Watson. C. 1994. Gender Versus Power as a Predictor of Negotiation Behavior and
Outcomes. Negotiation Journal, Vol 10, Number 2 (April), pp. 117128.
INTERNATIONAL NEGOTIATION
Chesanow, Roger. 1985. The World Class Executive: How to Do Business Like a
Pro around the World. New York: Rawson Associates.
Deutsch, Mitchell F. 1983. Doing Business with the Japanese. New York: The New
American Library.
Foster, Dean. 1992. Bargaining across Borders: How to Negotiate Business
Successfully Anywhere in The World. New York: McGraw-Hill, Inc.
Hendon, Donald W., Rebecca Angeles Hendon, and Paul Herbig 1996. Cross-
Cultural Business Negotiations. Westport, Conn.: Quorum Books.
Kennedy, Gavin, 1985. Doing Business Abroad. New York: Simon & Schuster.
Moran, Robert T. 1985. Getting Your Yens Worth: How to Negotiate with Japan,
Inc. Houston, Texas: Gulf.
Morrison, Terri, Wayne A. Conaway, and George A. Borden. 1994. Kiss, Bow, or
Shake Hands. Holbrook, Mass.: Bob Adams, Inc.
OHare-Devereaux, Mary, and Robert Johansen. 1985. Global Work: Bridging
Distance, Culture, and Time. San Francisco, Calif.: Jossey-Bass Publishers.
Salacuse, Jeswald. 1991. Making Global Deals: Negotiating in The International
Marketplace. Boston, Mass: Houghton Mifflin Company.
Schneiter, Fred. Getting Along with the Chinese For Fun and Profit: Asia 2000
LTD.: Suite 302 Seabird House, 22-28, Wyndham Street, Central, Hong Kong.
Phone: (852) 25301409; Fax: (852) 28242005 or (852) 25261107.
Vossestein, Jacob. Dealing with the Dutch. Amsterdam, Royal Tropical Institute.
ORGANIZATIONAL TRUST
Boss, R. W. 1978. Trust and Managerial Problem Solving Revisited. Group and
Organizational Studies, 331 (September).
203
Driscoll, J. W. 1973. Trust and Participation in Organizational Decision-Making As

Predictors of Satisfaction. Academy of Management Journal, 21(1); 44.
Schoorman, F. D., R. C. Mayer, and J. H. Davis. 1996. Organizational Trust:
Philosophical Perspectives and Conceptual Definitions. Academy of
Management Journal, 38(1); 2459.
Sinetar, M. 1988. Building Trust into Corporate Relationships. Organizational
Dynamics, 16(3); 7379.
Taylor, R. G., Jr. 1990. Trust and Influence in the Workplace. Organizational
Development Journal (Fall), 3336.
Zand, D. 1972. Trust and Managerial Problem Solving. Administrative Science
Quarterly, 229 (June).
Zand, D. 1997. The Leadership Triad: Knowledge, Trust, and Power. Oxford
University Press.
HOW TO DEAL WITH A DIFFICULT PERSON
Bernstein, Albert J., and Sydney Craft Rozen. 1989. Dinosaur Brains: Dealing
With All Those Impossible People At Work. New York: Ballantine Books.
Bernstein, Albert J., and Sydney Craft Rozen. 1992. Neanderthals at Work: How
People and Politics Can Drive You Crazy. . .And What You Can Do About
Them. New York: John Wiley & Sons, Inc.
Bramson, Robert M. 1992. Coping With Difficult Bosses. New York: Fireside.
Bramson, Robert M. 1981. Coping With Difficult People. New York: Ballantine
Books.
Brinkman, Rick, and Rick Kirschner. 1994. Dealing With People You Cant Stand:
New York: McGraw-Hill, Inc.
Cava, Roberta. 1990. Difficult People: How to Deal With Impossible Clients,
Bosses and Employees. Buffalo, New York: Firefly Books.
Friedman, Paul. 1994. How to Deal With Difficult People. Mission, Kansas:
SkillPath Publications, Inc.
Robert, Marc. 1982. Managing Conflict: From the Inside Out. San Diego,
California: University Associates, Inc.
Heen, Sheila, Bruce Patton, and Douglas Stone. 1999. Difficult Conversations:
How to Discuss What Matters Most. New York: Viking Books.
Ury, William. 1991. Getting Past No: Negotiating With Difficult People. New York:
Bantam Books.
204

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Twenty-Five Plus

Ira G. Asherman and

HRD Press, Inc. Amherst, Massachuset

Reproduced from Twenty-Five Plus Role Plays to Teach Negotiation, by

This permission statement is limited to reproduction of materials for educational

Published by HRD Press

Section I: Internal Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Chapter 1: Negotiating with Co-WorkersAuditing (5) . . . . . . . . . . . . . . . . . . . . .6

Chapter 2: Negotiating with Co-WorkersMiscellaneous (4) . . . . . . . . . . . . . . .41

Chapter 3: Negotiating with Co-WorkersEngineering (2) . . . . . . . . . . . . . . . .67

Chapter 4: Negotiating with Co-WorkersTeams (6) . . . . . . . . . . . . . . . . . . . . .81

Section II: External Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119

Chapter 5: Negotiating with Vendors (10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120

The Market Research Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147

Support Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .183

Skill Identification Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .187

These practice negotiations were designed to teach the SUCCESSFUL NEGOTIATOR

Successful negotiation is NOT an adversarial process, but one that estab-

Debriefing Role Plays

Negotiating with Co-Workers

Objectives: To practice the six-step negotiation process.

To practice using a new audit system.

Inaccurate reporting of assay results.

Protocol changes were made by the investigator without an official

Objectives: To practice the six-step method of negotiation.

To review the issues critical to this type of audit.

This role play has the potential of becoming quite problem-

The problem is in getting manufacturing to make the necessary changes. While

Objectives: To practice the six-step method of negotiation.

To practice reporting on a third-party audit.

Pay particular attention to how the auditor dealt with the

There were a number of study exceptions, for which there was no

Objectives: To practice the six-step method of negotiation.

To practice dealing with a person higher up in the organiza-

In conducting the debriefing, spend time looking at why

This is a difficult negotiation for auditors who must work

Notebooks are incomplete. They do not indicate methods or procedures

Objectives: To practice the six-step method of negotiation.

To learn how to deal with an individual higher up in the

Once the role play has been completed and discussed,

You have several minutes to prepare for your meeting.

Objectives: To practice the six-step method of negotiation.

To explore issues of boundary-role management.

In addition to looking at how the negotiation was handled,

Some of the groups will talk solely about the compound,

If you need additional information on boundary roles, see

Inter-organizational Negotiation and Accoun-

The Structure and Dynamics of Behavior in

Objectives: To practice the six-step method of negotiation.

To practice solving a problem between co-workers.

Explore the differences between individuals who are

As a follow-up to this role play, try to brainstorm approaches

Known to Both Parties

You receive a written request to be placed on the system.

Known to Both Parties

Objectives: To identify and address issues of concern to home office

To illustrate the Successful Negotiator model.

If you have non-U.S.-based affiliates, you might want to look

Resources: The bibliography in the Resources section includes a num-

Global Competence: 50 Training Activities for Succeeding

We have found two additional resources that are extremely

Objectives: To practice the six-step method of negotiation.

To practice negotiating with a co-worker when commit-