Confrontation Analysis
At Decision Workshops we use Confrontation Analysis to help you form your plans and rehearse your negotiations. This helps you:
Understand others
Forecast others' behaviour
Successfully reach an outcome
Be able to trust that outcome
Convincing other people - getting them to act the way we want, is one of the most crucial (and stressful) things we do.
But these negotiations can be difficult as others often behave in ways we had not predicted - they get emotional, and do things we consider unreasonable.
This is not only true for individuals. Companies and nations can act in much the same way - they are also made up of people.
Imagine the advantage of being able to fully understand and correctly forecast how others will behave, knowing how to deal with them appropriately, and how to get the best outcome you can from them.
Imagine the commercial advantage a company could get if it could correctly predict and influence the behaviours of other companies - if it knew if another company would co-operate in a bid, if it was able to anticipate future difficulties in a partnership, if it was able to know if a bid was worth making in the first place.
This is where Decision Workshops can help. We help you study and think through these important decisions using methods that have been shown to be the best possible at forecasting and understanding others' behaviours. The method we use is known as confrontation analysis, and I invite you to read about it, and what I do, in the rest of this web site.
The judgement of Paris: In Greek mythology Paris offered an apple with "to the fairest" inscribed on it to the goddess Aphrodite. But by creating a competition and selecting one goddess as the most beautiful, Paris made an enemy of the other two.
Peace for our time: After what he thought was successful negotiations with Hitler, British Prime Minister Neville Chamberlain returns with an agreement he hoped would avoid war. But he had trusted Hitler more than he should have, showing that not all problems can be solved by negotiation alone.
The Card Game: Decision Workshops analyses problems in terms of cards that may or may not be played. But it is a game where people can unexpectedly bring new cards into play, or change the rules.
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