User instructions: how to debrief effectively at the end of a negotiation.
Each negotiation round must systematically be debriefed by both the negotiators in contact and the supervisors.
This is a guide of the steps to follow:
1. Plan the debriefing
- Systematically plan a date and time for the debriefing from the beginning of the negotiation. Make sure, in advance, that all parties involved are available to participate.
2. Duration
The debriefing should be short: approximately 30 minutes.
3. Hosting
The debriefing should be carried out by someone who did not participate directly in the negotiation - in other words someone who was not in contact with the opposing party. This is the only way to take an informed look at the facts and avoid interpretation.
4. Non-judgemental
The debriefing is neither a job interview, nor a performance review. Judging and/or penalising counter the purpose of the debriefing and will negatively impact the negotiators performance.
5. Conducting a debriefing
The purpose of this time spent in exchange is to obtain raw information on the content of the negotiation round, both in terms of facts, and emotional experience. Progress will be evaluated during the analysis that follows and it will also be time to consider what comes next.
6. Different types of debriefing:
The debriefing can be:
- Psychological; we collect the negotiators’ emotional feedback.
- Structural; we go through the facts of the negotiation round.
- Technical; we highlight the negotiations technical conduct (this is the part negotiators can learn the most from).