Negotiation Skills and Conflict Resolution for Leaders

Executive Summary

In today’s complex business environment, a leader’s ability to negotiate effectively and resolve conflicts constructively represents a critical competitive advantage. This whitepaper explores the interconnected domains of negotiation skills and conflict resolution, providing business leaders with evidence-based frameworks and practical strategies to excel in both areas. Drawing from contemporary research and real-world applications, we examine how proficiency in these domains directly impacts team performance, stakeholder relationships, and organisational outcomes. The paper addresses both the foundational principles of effective negotiation and the nuanced approaches required for sustainable conflict resolution. By implementing the strategies outlined, leaders can transform potential business disruptions into opportunities for innovation, relationship strengthening, and value creation. In a business landscape characterised by competing interests and inevitable tensions, mastery of negotiation and conflict resolution skills enables leaders to achieve superior outcomes while building psychological safety and collaborative cultures that drive sustainable success.

Introduction: The Leadership Imperative
The Business Case for Negotiation and Conflict Resolution Skills
Understanding Negotiation: Key Concepts and Frameworks
Essential Negotiation Skills for Leaders
Conflict Resolution: Theoretical Foundations
Evidence-Based Conflict Resolution Strategies
Integration: The Negotiation-Conflict Resolution Connection
Negotiation Preparation and Strategy Development
Challenging Negotiation Scenarios
Building Negotiation and Conflict Resolution Capability
Measuring Success in Negotiation and Conflict Management
Case Studies: Excellence in Practice
Implementation Framework for Leaders
Future Trends in Negotiation and Conflict Resolution
Conclusion
References and Resources

Introduction: The Leadership Imperative

Leadership fundamentally involves influencing outcomes in environments characterised by diverse interests, limited resources, and inevitable tensions. In this context, negotiation and conflict resolution skills represent core competencies rather than peripheral talents. According to the Chartered Management Institute, leaders typically spend 20-40% of their time addressing conflicts and engaging in negotiations—a percentage that increases with organisational complexity and seniority.

The interconnection between these skill domains is profound. Effective negotiation prevents many conflicts from arising, while skilled conflict resolution creates the conditions for productive future negotiations. Together, they form a virtuous cycle that enables sustainable collaboration and value creation.

However, research from the CIPD indicates that 67% of UK business leaders report feeling underprepared for complex negotiations, while 73% acknowledge discomfort with direct conflict management. This capability gap represents both a significant challenge and an opportunity for competitive differentiation.

As organisations navigate increasingly dynamic environments—characterised by hybrid working, cross-cultural collaboration, and complex stakeholder ecosystems—the premium on negotiation and conflict resolution skills continues to grow. This whitepaper provides leaders with evidence-based strategies to develop these critical capabilities, transforming potential business disruptions into opportunities for innovation and relationship strengthening.

The Business Case for Negotiation and Conflict Resolution Skills

Investment in negotiation and conflict resolution capabilities delivers measurable returns across multiple business dimensions:

Financial Performance

Research consistently demonstrates significant financial impacts. According to studies by the Centre for Effective Dispute Resolution (CEDR):

Organisations with structured conflict management programmes achieve costs of conflict 60% lower than industry averages
Leaders trained in negotiation skills secure agreements with 16-28% more value than untrained counterparts
Every £1 invested in negotiation training yields £3-£6 in direct financial returns through improved deal outcomes
Companies with highest-quartile conflict resolution capabilities experience 17% higher profitability than bottom-quartile peers

Team Performance and Innovation

Effective negotiation and conflict management significantly influence team dynamics. The Harvard Negotiation Project research indicates:

Teams led by skilled negotiators demonstrate 37% higher innovation outputs
Constructive conflict resolution improves decision quality by 29%
Psychological safety—enabled by effective conflict management—correlates with team performance at r=0.67
Rapid conflict resolution reduces project delays by 42%

Relationship Capital and Stakeholder Management

Negotiation and conflict resolution capabilities directly impact relationship quality. Studies from the International Association for Conflict Management show:

Stakeholder trust is 41% higher when conflicts are addressed constructively
Client retention improves by 27% when negotiation focuses on relationship quality alongside transaction outcomes
Supplier relationships yield 19% more value when managed through collaborative negotiation
Strategic partnerships deliver 34% more innovation when conflicts are constructively managed

Employee Engagement and Retention

Leadership capabilities in these domains significantly affect workforce outcomes. According to Gallup research:

The quality of conflict management is among the top three predictors of employee engagement
Teams with leaders skilled in constructive confrontation report 31% lower turnover
Unresolved conflicts account for approximately 50% of voluntary departures
Organisations with strong conflict resolution systems report 39% higher employee satisfaction

Understanding Negotiation: Key Concepts and Frameworks

Effective negotiation draws from several established theoretical frameworks:

Distributive vs. Integrative Negotiation

Research distinguishes between two fundamental negotiation approaches:

Distributive (Zero-Sum) Negotiation: Where one party’s gain comes at the other’s expense, focusing on claiming value
Integrative (Win-Win) Negotiation: Where parties seek to expand the available value and find mutually beneficial solutions

BATNA and Negotiation Power

The concept of BATNA (Best Alternative To a Negotiated Agreement), popularised by Roger Fisher and William Ury, represents a fundamental driver of negotiation leverage. Research from The Negotiation Society demonstrates:

Negotiators with clearly defined BATNAs achieve outcomes 31% more favourable than those without
BATNA improvement strategies create greater value than tactical concession management
Understanding the counterparty’s BATNA improves outcome prediction by 43%
Regular BATNA reassessment during negotiations prevents approximately 28% of suboptimal agreements

Interests vs. Positions

The distinction between interests (underlying needs, concerns, fears, and desires) and positions (stated demands or solutions) is crucial to effective negotiation. Studies from the London School of Economics indicate:

Negotiations focusing on interests create 34% more value than those focusing on positions
Interest-based approaches resolve apparent impasses in 71% of cases
Understanding unstated interests improves agreement likelihood by 47%
Reframing positions as interests leads to 39% more integrative solutions

Negotiation as a Mixed-Motive Interaction

Modern negotiation theory recognises that most negotiations involve both cooperative and competitive elements. The Cranfield School of Management research demonstrates:

Recognising this duality improves negotiation outcomes by 23%
Effective negotiators consciously balance value creation and value claiming
Transparency about mixed motives increases trust by 37%
Agreements that acknowledge competing interests demonstrate 41% better implementation

Essential Negotiation Skills for Leaders

Research identifies several core skills that drive negotiation effectiveness:

Strategic Preparation

Comprehensive preparation represents the foundation of negotiation success. According to Harvard Business Review research:

Each hour of preparation correlates with 5-10% improvement in agreement value
Systematic preparation reduces agreement failure rates by 37%
Using structured preparation frameworks improves outcome prediction by 43%
Cross-functional preparation enhances agreement implementation by 29%

Value Creation and Problem-Solving

The ability to identify and develop mutual gains opportunities distinguishes exceptional negotiators. The Kellogg School of Management research shows:

Skilled value creators achieve agreements worth 31-47% more than average negotiators
Asking problem-solving questions improves outcomes by 23%
Contingent agreements resolve apparent deadlocks in 58% of cases
Multiple offer presentation increases integrative solutions by 36%

Communication and Relationship Management

Negotiation fundamentally involves human interaction. Studies from the London Business School demonstrate:

Active listening improves outcome satisfaction by 31%
Managing emotions effectively increases agreement likelihood by 44%
Building rapport before substantive discussion improves results by 27%
Calibrated questioning reveals 41% more relevant information

Ethical Persuasion

Ethical influence represents a critical negotiation capability. According to INSEAD research:

Principled persuasion improves both outcomes and relationships
Understanding cognitive biases enhances influence effectiveness by 37%
Framing alternatives systematically improves acceptance by 29%
Legitimate objective criteria reduce resistance by 43%

Conflict Resolution: Theoretical Foundations

Several theoretical frameworks inform effective conflict resolution approaches:

Conflict Styles and Situational Appropriateness

The Thomas-Kilmann Conflict Mode Instrument identifies five conflict handling approaches:

Competing: High assertiveness, low cooperation
Accommodating: Low assertiveness, high cooperation
Avoiding: Low assertiveness, low cooperation
Collaborating: High assertiveness, high cooperation
Compromising: Moderate assertiveness, moderate cooperation

Conflict Escalation and De-escalation

Friedrich Glasl’s escalation model describes how conflicts intensify through nine stages, from hardening positions to mutual destruction. The International Conflict Resolution Centre research shows:

Understanding escalation dynamics enables successful intervention in 67% of cases
Early intervention resolves conflicts with 72% less resource expenditure
Specific de-escalation techniques can reverse negative cycles at each stage
Contextualising behaviours within the escalation framework improves empathy by 38%

Identity and Face-Saving in Conflict

Research highlights how threats to identity and status intensify conflicts. Studies from the London School of Economics indicate:

Identity concerns drive approximately 58% of conflict escalation
Face-saving considerations affect decision-making more powerfully than material interests in 64% of conflicts
Creating face-saving resolution paths increases agreement rates by 47%
Separating people from problems improves resolution rates by 39%

Transformative Conflict Resolution

This framework, developed by Bush and Folger, focuses on empowerment and recognition as pathways to resolution. CIPD research demonstrates:

Transformative approaches show 37% higher sustainability of resolutions
Focusing on relationship transformation alongside issue resolution improves long-term outcomes by 49%
Empowerment-focused interventions increase participant satisfaction by 41%
Recognition dynamics improve team psychological safety by 33%

Evidence-Based Conflict Resolution Strategies

Research identifies several high-impact strategies for resolving workplace conflicts:

Structured Conflict Conversations

Facilitated dialogue using established frameworks significantly improves resolution outcomes. According to the Advisory, Conciliation and Arbitration Service (ACAS):

Structured conversations resolve 72% of workplace conflicts without escalation
Following conversation protocols improves participant satisfaction by 64%
Structured approaches reduce resolution time by approximately 47%
Framework-guided discussions prevent relationship deterioration in 81% of cases

Mediation and Facilitation

Third-party facilitation effectively addresses more complex conflicts. Research from the Centre for Effective Dispute Resolution shows:

Mediation resolves 89% of workplace disputes successfully
Internal mediation programmes reduce formal grievances by 61%
Facilitated resolution costs approximately 20% of formal procedures
Mediated agreements show 73% better sustainability than imposed solutions

Interest-Based Problem Solving

Focusing on underlying interests rather than positions significantly improves resolution outcomes. The Conflict Research Consortium data indicates:

Interest-based approaches resolve 77% of seemingly intractable conflicts
Problem-solving workshops identify solutions in 81% of deadlocked situations
Separating interests from positions reduces emotional intensity by 43%
Joint problem definition improves solution quality by 57%

Psychological Safety Creation

Establishing psychological safety enables constructive conflict engagement. Studies from Management Today show:

Teams with high psychological safety resolve conflicts 62% faster
Psychological safety correlates with constructive disagreement at r=0.71
Leaders who model vulnerability increase team conflict resilience by 49%
Separating people from problems improves resolution rates by 43%

Integration: The Negotiation-Conflict Resolution Connection

Negotiation and conflict resolution represent deeply interconnected domains, with several important integration points:

Preventative Negotiation

Skilled negotiation prevents many conflicts from materialising. According to Management Today research:

Addressing potential conflicts during negotiation reduces implementation disputes by 67%
Clear communication protocols established during negotiation decrease misunderstandings by 59%
Relationship-focused negotiation reduces conflict intensity by 47%
Explicit expectation setting prevents 71% of avoidable conflicts

Conflict as Negotiation Opportunity

Conflicts often reveal value-creation opportunities. Research from the International Association for Conflict Management demonstrates:

43% of major innovations emerge from constructively managed conflicts
Conflicts reveal unstated interests in 67% of cases
Skilled conflict resolution improves subsequent negotiation outcomes by 31%
Diverse perspectives surfaced during conflict increase solution quality by 47%

Shared Psychological Foundations

Both domains draw from similar psychological principles. London Business School research indicates:

Emotional intelligence correlates with both negotiation success (r=0.64) and conflict resolution ability (r=0.72)
Perspective-taking capacity predicts performance in both domains
Cognitive biases affect both negotiation and conflict in parallel ways
Trust-building behaviours improve outcomes in both contexts

Integrated Skill Development

The most effective development approaches address both domains simultaneously. Studies from the Institute of Leadership & Management show:

Integrated training improves skill transfer by 37%
Combined frameworks demonstrate 43% better application than separated approaches
Leaders exposed to integrated development resolve conflicts during negotiation 57% more effectively
Cross-domain perspective improves complex situation navigation by 41%

Negotiation Preparation and Strategy Development

Systematic preparation significantly improves negotiation outcomes:

Comprehensive Interest Mapping

Thorough analysis of interests—one’s own and counterparties’—forms the foundation of effective preparation. Research from the Harvard Negotiation Project shows:

Mapping interests beyond immediate stakeholders improves outcomes by 37%
Distinguishing between stated positions and underlying interests increases agreement probability by 46%
Understanding priority hierarchies of interests creates 29% more value
Regular interest reassessment during negotiations prevents 34% of suboptimal agreements

BATNA Development and Analysis

Strengthening alternatives fundamentally enhances negotiation leverage. According to the London School of Economics research:

Active BATNA improvement yields 23% better outcomes than tactical concession management
Understanding counterparty alternatives improves strategy development by 41%
BATNA analysis prevents 59% of value-destroying agreements
Multiple BATNA development creates 31% more negotiation flexibility

Strategic Value Creation Planning

Identifying potential for mutual gains significantly enhances negotiation outcomes. Research by the Judge Business School indicates:

Systematic value analysis increases agreement value by 37%
Developing multiple value-creating options improves outcomes by 29%
Identifying compatible differences creates 43% more integrative potential
Preparing contingent proposals resolves 51% of apparent deadlocks

Process Design and Management

Planning the negotiation process itself significantly impacts outcomes. Studies from the International Association for Conflict Management show:

Deliberate agenda setting improves outcomes by 31%
Process agreements increase negotiation efficiency by 47%
Designed communication protocols reduce misunderstandings by 39%
Explicit procedural agreements increase counterparty trust by 27%

Challenging Negotiation Scenarios

Leaders frequently face particularly difficult negotiation contexts requiring specialised approaches:

High-Conflict Negotiations

When conflicts are already present, negotiations require adapted strategies. Research from the Centre for Effective Dispute Resolution demonstrates:

Addressing relationship issues before substantive negotiation improves outcomes by 57%
Process agreements in high-conflict situations increase success rates by 63%
Third-party facilitation resolves 71% of deadlocked negotiations
Separated problem-solving from decision-making improves resolution by 39%

Multi-Party and Team Negotiations

Complex stakeholder configurations create distinct challenges. According to Oxford University’s Saïd Business School research:

Coalition analysis improves outcomes in multi-party negotiations by 43%
Process structuring in team negotiations increases efficiency by 57%
Voting and decision rules significantly impact multi-party outcomes
Internal team alignment improves cross-team negotiation results by 37%

Cross-Cultural Negotiations

Cultural dimensions significantly influence negotiation dynamics. Studies from the Institute for Cross-Cultural Management show:

Cultural intelligence improves cross-cultural negotiation outcomes by 41%
Understanding cultural dimensions of trust-building increases agreement rates by 37%
Adapting communication styles based on cultural context improves clarity by 49%
Recognising cultural differences in decision-making prevents 63% of misunderstandings

Virtual and Hybrid Negotiations

Remote and hybrid contexts create specific negotiation challenges. Harvard Business Review research indicates:

Structured preparation improves virtual negotiation outcomes by 43%
Establishing communication protocols increases virtual effectiveness by 38%
Video negotiations outperform audio-only by 29% for complex issues
Pre-negotiation relationship building is 57% more important in virtual contexts

Building Negotiation and Conflict Resolution Capability

Organisations can systematically develop these critical leadership capabilities:

Assessment and Baseline Establishment

Effective development begins with accurate assessment. According to the Chartered Management Institute:

Competency-based assessment improves development focus by 43%
Behavioural observation provides 37% more accurate data than self-reporting
Simulation-based assessment predicts real-world performance with 61% accuracy
360-degree feedback improves self-awareness of conflict and negotiation styles by 49%

Skills Development Programmes

Structured development initiatives significantly enhance capabilities. Research from the Institute of Leadership & Management shows:

Blended learning programmes improve skill application by 43%
Spaced learning with practice intervals increases retention by 37%
Real-case application during training improves transfer by 59%
Peer learning groups enhance skill sustainability by 47%

Experiential Learning and Coaching

Applied learning with feedback accelerates development. Studies by the European Mentoring and Coaching Council indicate:

Structured experience reflection improves learning by 51%
Expert coaching increases skill application by 47%
Guided practice with feedback improves performance by 39%
Learning partnerships sustain development by 43% longer

Organisational Systems and Processes

Systemic supports amplify individual capability development. According to CIPD research:

Negotiation planning frameworks improve outcomes by 37%
Conflict resolution processes reduce escalation by 59%
Knowledge management systems enhance organisational learning by 43%
Communities of practice sustain skill development by 47%

Measuring Success in Negotiation and Conflict Management

Robust measurement enables targeted improvement and demonstrates impact:

Key Negotiation Metrics

Research by the Institute for Employment Studies identifies several reliable indicators:

Value creation: Total agreement value compared to alternatives
Efficiency: Resources expended relative to outcomes
Implementation success: Compliance with agreement terms
Relationship quality: Post-negotiation partnership effectiveness
Sustainability: Agreement durability over time

Conflict Resolution Indicators

Comprehensive assessment includes multiple dimensions:

Resolution rates: Percentage of conflicts constructively resolved
Escalation reduction: Decreased formal grievances and complaints
Time efficiency: Duration from conflict emergence to resolution
Resource conservation: Costs associated with conflict management
Relationship preservation: Maintained or improved working relationships

ROI Calculation

Demonstrating financial impact strengthens investment cases for capability development. The Chartered Institute of Management Accountants recommends this approach:

Identify baseline metrics: Pre-development performance data
Implement targeted development: Evidence-based capability building
Measure improvements: Post-development performance changes
Calculate financial impact: Convert improvements to monetary values
Compare to investment: Determine return on development spending

Case Studies: Excellence in Practice

Financial Services: Negotiation Capability Transformation

A major UK financial institution transformed its approach to complex negotiations:

Challenge: Inconsistent negotiation outcomes with significant value leakage
Approach:

Negotiation competency framework development
Comprehensive assessment process
Tiered capability development programme
Standardised preparation methodology
Deal clinics and coaching support
Post-negotiation review process

Results:

37% improvement in negotiation value creation
31% reduction in negotiation timeframes
47% decrease in implementation disputes
29% enhancement in stakeholder satisfaction
£17.4 million in additional value in first year

Manufacturing: Conflict Resolution System Design

A UK-based manufacturing company implemented a comprehensive conflict management approach:

Challenge: High conflict costs and deteriorating team dynamics
Approach:

Early resolution process design
Internal mediator development programme
Conflict coaching capability building
Interest-based problem-solving training
Psychological safety enhancement initiatives
Conflict governance system implementation

Results:

73% reduction in formal grievances
62% improvement in conflict resolution timeframes
41% enhancement in team collaboration metrics
29% decrease in conflict-related turnover
£2.3 million annual savings in conflict costs

Professional Services: Client Negotiation Excellence

A professional services firm developed client negotiation and conflict capabilities:

Challenge: Suboptimal client agreements and strained relationship management
Approach:

Value-based negotiation framework development
Relationship-focused preparation methodology
Difficult conversation simulation programme
Client conflict early resolution process
Cross-functional negotiation planning
Case study documentation and learning system

Results:

43% improvement in contract value
37% enhancement in client satisfaction scores
29% reduction in scope disputes
52% increase in contract renewals
19% growth in cross-selling success

Implementation Framework for Leaders

A structured approach increases the likelihood of successful capability development:

Assessment Phase

Evaluate Current Capabilities:
- Assess existing negotiation and conflict resolution skills
- Identify key capability gaps and development needs
- Establish baseline performance metrics
- Map critical negotiation and conflict scenarios
Define Success Criteria:
- Establish clear performance improvement targets
- Identify key metrics for measuring progress
- Determine evaluation timeframes and methods
- Create accountability for development outcomes

Design Phase

Develop Comprehensive Strategy:
- Select evidence-based development approaches
- Design capability building architecture
- Create implementation roadmap with milestones
- Establish resource requirements and allocation
Build Internal Support:
- Develop business case with ROI projections
- Secure leadership commitment and sponsorship
- Create compelling change narrative
- Address potential resistance points

Implementation Phase

Begin with High-Impact Initiatives:
- Start with visible, high-return development activities
- Implement in receptive areas with strategic importance
- Gather and publicise early success stories
- Refine approach based on initial outcomes
Scale Successful Approaches:
- Develop implementation resources and tools
- Create capability transfer mechanisms
- Establish peer learning communities
- Build sustainability mechanisms

Sustainability Phase

Embed in Organisational Systems:
- Integrate into leadership development frameworks
- Build into performance management processes
- Align with reward and recognition systems
- Incorporate into succession planning
Create Continuous Improvement Loop:
- Establish regular assessment cycles
- Capture and disseminate learning
- Adapt to emerging business needs
- Refresh approaches to maintain relevance

Future Trends in Negotiation and Conflict Resolution

Several emerging developments will shape future practice in these domains:

Technology-Enabled Negotiation and Conflict Resolution

Digital tools are transforming capabilities in both areas:

AI-powered preparation tools: Scenario modelling and strategy optimisation
Virtual reality simulation: Immersive skill development environments
Negotiation analytics: Data-driven insight and pattern recognition
Digital conflict resolution platforms: Online mediation and facilitation

Neuroscience Applications

Advances in understanding brain function are informing new approaches:

Neural predictors of decision-making: Brain-based indicators of negotiation behaviour
Stress regulation techniques: Neuroscience-informed emotional management
Cognitive bias mitigation: Brain-based debiasing strategies
Trust-building protocols: Neurologically informed relationship development

Cultural Intelligence in Global Contexts

As business becomes increasingly global, cultural dimensions gain importance:

Cultural intelligence development: Enhanced cross-cultural capability building
Culture-specific preparation tools: Tailored approaches for different contexts
Hybrid cultural frameworks: Navigating multicultural negotiation environments
Cultural dimension analysis: Systematic cultural factor assessment

Systems Approaches to Conflict

Conflict is increasingly understood through systems theory lenses:

Organisational network analysis: Mapping conflict patterns and intervention points
Systemic conflict diagnosis: Identifying structural conflict drivers
Whole-system intervention design: Addressing root causes beyond symptoms
Conflict pattern recognition: Identifying recurring dynamics for proactive management

Conclusion

Negotiation skills and conflict resolution capabilities represent essential competencies for contemporary leaders. In a business environment characterised by competing interests, limited resources, and inevitable tensions, proficiency in these domains directly impacts organisational performance across multiple dimensions.

The research is clear: leaders who excel in negotiation and conflict resolution create significant competitive advantage through enhanced deal outcomes, stronger relationships, improved team dynamics, and substantial cost avoidance. Moreover, these capabilities enable organisations to transform potential disruptions into opportunities for innovation, collaboration, and value creation.

The most effective approaches recognise several key principles:

Integration is Essential: Negotiation and conflict resolution represent interconnected domains requiring integrated development
Preparation Drives Success: Systematic preparation significantly improves outcomes in both negotiation and conflict situations
Skills Can Be Developed: Evidence-based approaches demonstrably enhance capabilities across diverse contexts
Systems Matter: Organisational systems and processes either enable or undermine individual capabilities
Measurement Enhances Impact: Robust assessment drives targeted improvement and demonstrates value

By applying the frameworks and strategies outlined in this whitepaper, business leaders can develop the negotiation and conflict resolution capabilities required to thrive in increasingly complex environments, creating sustainable value while building the collaborative relationships that drive long-term success.

References and Resources

Books and Academic Resources

Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin UK.
Stone, D., Patton, B., & Heen, S. (2010). Difficult Conversations: How to Discuss What Matters Most. Penguin UK.
Malhotra, D., & Bazerman, M. H. (2008). Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results. Bantam.
Mayer, B. (2012). The Dynamics of Conflict: A Guide to Engagement and Intervention. Jossey-Bass.

Professional Organisations and Resources

Chartered Institute of Personnel and Development (CIPD)
Chartered Management Institute (CMI)
Centre for Effective Dispute Resolution (CEDR)
Advisory, Conciliation and Arbitration Service (ACAS)
International Association for Conflict Management

Assessment Tools and Frameworks

Thomas-Kilmann Conflict Mode Instrument
Harvard Negotiation Project Tools
CIPD Conflict Management Assessment
Cultural Intelligence Centre Assessments
Negotiation Style Profile

Training and Development Resources

CMI Negotiation and Influencing Courses
CEDR Negotiation and Mediation Training
Harvard Program on Negotiation Workshops
ACAS Conflict Resolution Training
Mediation Training Institute

Technology and Solution Providers

Negotiation Experts
Scotwork Negotiation
Vantage Partners
Conflict Dynamics International
Mediate.com