Negotiation Roleplay

Purpose

Negotiation Roleplay develops principled negotiation skills by putting participants in realistic scenarios where they must balance assertiveness with empathy. Based on the Harvard method, participants learn to separate people from problems, focus on interests over positions, generate options, and use objective criteria.

At a glance

How to run

1. Introduce principled negotiation (10 min): Present the four pillars: (1) Separate people from the problem, (2) Focus on interests, not positions, (3) Generate options for mutual gain, (4) Insist on objective criteria. Introduce BATNA (Best Alternative to a Negotiated Agreement).
2. Scenario briefing (5 min): Distribute scenario cards with confidential instructions for each side. Each party has different information and priorities.
3. Preparation (5 min): Each party prepares: What are my interests? What is my BATNA? What creative options could satisfy both sides?
4. Negotiation round 1 (15 min): Pairs negotiate. An observer takes notes on techniques used.
5. Debrief round 1 (10 min): Discuss: What happened? Where did you get stuck? What techniques from the framework did you use or forget?
6. Negotiation round 2 (10 min): Same or new scenario with a different partner, applying lessons learned.
7. Final debrief (5 min): Each person shares one technique they will carry into real negotiations.

Materials needed

• Scenario cards with confidential role briefs
• Principled negotiation cheat sheet
• Timer
• Observer feedback forms

Pitfalls & common mistakes

• Win-lose mindset: Remind participants the goal is value creation, not victory.
• Revealing BATNA: Teach that BATNA is a private anchor, not a threat to share.
• Too simple scenarios: Use multi-issue scenarios that allow trade-offs and creative solutions.
• Skipping preparation: The 5-minute prep is essential for a productive negotiation.

Inclusion & accessibility

• Provide scenario cards in writing with clear role descriptions.
• Allow observers to participate without negotiating if roleplay feels uncomfortable.
• Use scenarios from diverse contexts (not just business deals).
• Pair people thoughtfully to avoid real-world power dynamics influencing the practice.

Variations

• Multi-party negotiation: Add a third party for more complex dynamics.
• Cross-cultural negotiation: Use scenarios where cultural norms differ between parties.
• Salary negotiation: Use a compensation-specific scenario for career development workshops.

When NOT to use this

• When participants are about to negotiate against each other in real life — they will learn each other’s strategies.
• When the organisation rewards competitive behaviour and the workshop message contradicts the culture.
• When time is under 45 minutes — at least one full round with debrief is needed.

Source & further reading

• Roger Fisher & William Ury, *Getting to Yes* (Penguin, 2011)
• Deepak Malhotra & Max Bazerman, *Negotiation Genius* (Bantam, 2007)
• Chris Voss, *Never Split the Difference* (HarperBusiness, 2016)