Rules for Jury Work and Scoring
As outlined in the separate communication, the jury will evaluate three elements:
- The outcome of your negotiation
- The preparation of your team for the negotiation
- The style in which you conduction your negotiation
The negotiation outcome is a "hard" parameter, derived from the scorecard filled out jointly by the negotiating teams at the end of the negotiations. It is signed by the representatives of both parties and handed to the juror in a sealed envelope.
-
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?
- Does the team leverage the synergy of working together, or is it a "one-man show" with others being sidelined?
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 faz planowania i monitorowanie postępu negocjacji:
- 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?
- Does the team leverage the synergy of working together, or is it a "one-man show" with others being sidelined?
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?
- Is the team "negotiating from their own perspective" or truly "hearing" and "interpreting" what the other side is saying?
- 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
A juror may award between 1 and 10 points, with the following established checkpoints:
10 points – world-class performance combined with a unique element not used by any other team
9 points – world-class performance
5 points – executed in accordance with standard practice
1 point – significant shortcomings in preparation or negotiation style
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
The negotiation outcome is a "hard" parameter, derived from the scorecard filled out jointly by the negotiating teams at the end of the negotiations. It is signed by the representatives of both parties and handed to the juror in a sealed envelope.
The recorded negotiation outcome includes the values obtained for each of the negotiation parameters. For each negotiation parameter, two identical reports are created, one for each side of the negotiation. And so:
- For example, for the procurement side, the team that achieves the lowest purchase price receives the most points. The team that achieves the second-lowest price receives one point less. A ranking is created.
- For example, for the sales side, the team that achieves the shortest payment term receives the most points. The team that achieves the second-shortest payment term receives one point less. A ranking is created.
Please note that the teams are not compared in pairs based on their negotiation counterparts. Sales teams are compared with other sales teams, while procurement teams are compared with other procurement teams. The aim of the tournament scenarios is not to perfectly balance the chances of the procurement and sales sides. As in professional life, monopolists, random events, or market conditions may arise that clearly favor either the sellers or the buyers. Therefore, sales teams compete with other sales teams, and procurement teams compete with other procurement teams. This is a symmetrical and business-justified solution.
Scoring System
The overall result consists of a weighted sum of points for preparation, negotiation style, and negotiation outcome.
In the morning round, the weights of these elements are as follows:
● Preparation - 30%
● Style - 20%
● Negotiation Outcome - 50%
In the afternoon round, the weights of these elements are as follows:
● Preparation – 30%
● Style – 40%
● Negotiation Outcome – 30%
The business situations you will negotiate in the tournament are realistic. A one-dimensional approach to negotiation, such as "winning at all costs," does not guarantee success in the tournament. A high score is guaranteed by good preparation, an appropriate negotiation style for the situation, and a satisfying outcome!
Don't wait and apply now!
~number of places is limited~
Polski 
English