Negotiation and Mediation Tournament for Business

Rules

Tournament scoring system and jury calibration scorecard

The jury will evaluate three negotiations elements:

• • The outcome of your negotiation
  • The preparation of your team for the negotiation
  • The style in which you conduction your negotiation

Rezultat negocjacji jest parametrem „twardym", wynikającym z karty wynikowej uzupełnianej wspólnie przez zespoły negocjacyjne, podpisanej przez reprezentantów obu stron i przekazanej jurorowi w zabezpieczonej kopercie.Jurorzy otrzymują kartę kalibracyjną oceny dla formy i jakości przegotowań zespołu negocjacyjnego oraz dla dopasowania stylu prowadzenia negocjacji do scenariusza negocjacyjnego. Poniżej lista kryteriów, które są ważne dla jurorów dla tej składowej oceny.

The main focus of jury team in round 1 (before lunch)

Teamwork before and during negotiations

• • Is it clear that the team has established roles split prior to the meeting, or do they interrupt each other frequently?
  • Is there alignment on the negotiation plan and process, or does nervousness and differing viewpoints within the team become apparent?
  • Czy zespół korzysta z synergii, które daje praca w zespole, czy negocjacje prowadzi „jeden‑man‑show", a pozostali są odsunięci na bok?

Utilization and interpretation of body language:

• • Are the offers being emphasized through appropriate facial expressions or gestures?
  • Do team members control their body language and respond appropriately when hearing the other party's offers?
  • Is the team observing and interpreting the other party’s reactions in conjunction with their verbal communication?

Preparation and use of materials from the planning phase and tracking negotiation progress:

• • During the negotiation, is someone from the team putting down the offers made by both sides?
  • Does the team refer to documents prepared before the negotiations during the discussion?
  • Is the team monitoring the value of the entire package throughout the negotiations?

The main focus of jury team in round 2 (after lunch)

Teamwork before and during negotiations

• • Is it clear that the team has established roles split prior to the meeting, or do they interrupt each other frequently?
  • Is there alignment on the negotiation plan and process, or does nervousness and differing viewpoints within the team become apparent?
  • Czy zespół korzysta z synergii, które daje praca w zespole, czy negocjacje prowadzi „jeden‑man‑show", a pozostali są odsunięci na bok?

Initiative and leadership in negotiations:

• • Does the team frequently present constructive offers instead of rejecting the opponent's proposals?
  • Does the team make conditional offers (trading concessions) rather than merely stating what they can or cannot agree to?
  • Is the team actively shaping the direction of the meeting, or are they merely reacting to topics introduced by the other side? 

Balancing speaking and listening:

• • Does the team appropriately balance the time spent speaking and listening to the other party?
  • Czy zespół „negocjuje ze swojej perspektywy", czy naprawdę „słyszy" i „interpretuje" wypowiedzi drugiej strony?
  • Do they ask open-ended questions to broaden the scope of the negotiation? 

Utilization and interpretation of body language:

• • Are the offers being emphasized through appropriate facial expressions or gestures?
  • Do team members control their body language and respond appropriately when hearing the other party's offers?
  • Is the team observing and interpreting the other party’s reactions in conjunction with their verbal communication? 

Preparation and use of materials from the planning phase and tracking negotiation progress:

• • During the negotiation, is someone from the team putting down the offers made by both sides?
  • Does the team refer to documents prepared before the negotiations during the discussion?
  • Is the team monitoring the value of the entire package throughout the negotiations?

Effective use of questions and summarization

• • Does the team ask clarifying questions?
  • Does the team try to understand the rationale behind the opponent’s offers?
  • Does the team summarize the negotiation status during the meeting?

Scoring Scale for Preparation and Negotiation Style

The juror may award between 1 and 10 points according to the following scale:

• • 10 punktów - klasa światowa połączona z elementem wyjątkowym, nie zastosowanym przez nikogo innego
  • 9 punktów - klasa światowa
  • 5 punktów - wykonanie zgodnie ze sztuką
  • 1 punkt - znaczące braki w przygotowaniach lub stylu negocjacji

Jury Team

The jury team consists of experienced negotiators and directors responsible for various areas within the company: general management, sales, HR, and procurement. Above, we have outlined the scoring criteria for you. Remember, similar to competitions like artistic gymnastics, figure skating, sommeliers, or even the evaluation of master's or doctoral theses, the scoring will be objective but not based on a mathematical formula or computer algorithm that always yields the same result. If that were the case, we wouldn't be negotiating? — in business, machines/AI would do it for us.

Negotiation Outcome

Rezultat negocjacji jest parametrem „twardym", wynikającym z karty wynikowej uzupełnianej wspólnie przez zespoły negocjacyjne, podpisanej przez reprezentantów obu stron i przekazanej jurorowi w zabezpieczonej kopercie.Zapisany wynik negocjacji obejmuje uzyskane wartości na poszczególnych parametrach negocjacyjnych. Dla każdego parametru negocjacyjnego tworzone są dwa identyczne zestawienia, oddzielnie dla obu stron negocjacji. I tak:

• • On the purchasing side, the team that achieves the lowest purchase price receives the highest number of points. The team with the second-lowest price receives one point less. This creates a ranking among the teams.
  • On the sales side, the team that achieves the shortest payment term receives the highest number of points. The team with the second-shortest payment term receives one point less. This creates a ranking among the teams.

Please note that team results are not compared within the pairs in which they negotiated. Sales teams are compared with other sales teams, and purchasing teams with other purchasing teams. The goal of the tournament scenarios is not to perfectly balance the chances of buyers and sellers. Just like in real business, there may be monopolies, random events, or market conditions that clearly favor one side. That’s why sales teams compete against sales teams, and purchasing teams against purchasing teams. This is a symmetrical and business-justified approach.

Scoring System

Na wynik całościowy składa się ważona suma punktów za przygotowania, styl prowadzenia i rezultat negocjacji.W rundzie porannej wagi tych elementów są następujące:

• • Preparation - 30%
  • Style - 20%
  • Negotiation Outcome - 50%

In the afternoon round, the weights of these elements are as follows:

• • Preparation - 30%
  • Styl - 40%
  • Rezultat negocjacji - 30%

Sytuacje biznesowe na turnieju są realistyczne. Jednowymiarowy sposób negocjowania typu np. „po trupach do celu" nie gwarantuje sukcesu w turnieju. Wysoki wynik gwarantują dobre przygotowania, odpowiedni do sytuacji styl negocjacji i satysfakcjonujący wynik!

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