Presentation Slides

Abstract: An understanding of negotiation is, in my experience, more in need today at the top of organisations than ever before. Despite the absolute tried and tested commonsense of point 4 - minimise total cost, and point 9 - co-operate across corporate barriers to achieve win/win, there is a regression to unhealthy competition and the fear that comes with that. This applies to national governments as well as industry.

Having the competence to negotiate in this climate achieves two things: a much deeper understanding of what “win” looks like for the other party; and a strategy to build trust (which leads to innovation) by crafting agreements that work. I will share my experience of applying the soft and hard skills of this form of Inquiry, and the vital understanding of the system that underpins it.

Biography: John Carlisle's work has always been in the realm of Applied Research. His early work was researching the Zambian mining industry in the late 1960's to identify black school leavers who would replace the less educated white supervisors and managers. Primary tools were education, aptitude and intelligence tests that were normalised for the Zambian conditions. It was here in 1969 that he discovered the link between nutrition and intellectual performance, including innovative thinking. He also encountered the subtle organisational culture that ensured that the chosen black Zambians would fail – and the negative consequences of not working on changing that system. 

Later, working with behaviour analysis in the Huthwaite Research Group in the UK, they identified the importance of skilled behaviour in successful teams and negotiators, as opposed to relying only on so-called inherent aptitudes. In the 1980's his work with supply chains with Bob Parker (ex- head of procurement for Ford Tractor) with whom he wrote Beyond Negotiation, the first management book to advocate cooperation with suppliers, brought him to Dr Deming’s attention. Later on, his work with major projects in the oil and gas and construction industry, revealed organisational cultures that suppressed or encouraged innovative thinking and application, and how these could be changed. This has informed the UK Cabinet Office’s public sector procurement strategy, and in January this year a policy document was released advocating collaborative contracts that will save the government at least 15% on the costs of national projects.

John has contributed to three more books and delivered over twenty papers on collaborative project work across the world, discussing over 200 (mainly construction) projects and the vital importance of Dr. Deming's System of Profound Knowledge for project leaders – and advisers. He was awarded an honorary doctorate by Sheffield Hallam University for his work internationally on helping to deliver profitable cooperative projects, on time and on budget. 

Contact: John can be reached by e-mail at jcashby@btinternet.com for additional information about this Weekend Conference session.