US ARMY COMMAND AND GENERAL STAFF COLLEGE
School Of Advanced Leadership and Tactics
Mid-Grade Learning Continuum (MLC) 2015 Common Core AC100 Across Cultures
Advance Sheet for Lesson AC131 Cultural Considerations of Negotiation
a. This four hour lesson is intended for Army Leaders on the subject of cultural considerations of negotiation for conflict resolution. The lessons learned from Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) require that Soldiers at all levels of command participate as U.S. Military Representatives in meetings and negotiations with coalition partners, local leaders, non-governmental organizations (NGOs), and other U.S. government agencies (OGAs).
b. This instruction discusses…show more content…
Students should be able to demonstrate an ability to adapt their behaviors according to the context and the participants of a negotiation. Students should demonstrate how to approach negotiation planning with the skills and knowledge of an Army Leader.
Students should share their experiences to the benefit of their peers, demonstrate respect and tolerance of different viewpoints, and be able to effectively handle challenges to their own perspectives for an overall positive learning experience.
This lesson is worth 10 points out of the 50 for the block and 1,000 for the course. Students will be assessed using the CGSC 1009C found in the block advance sheet.
Choosing to Negotiate
Negotiation, like any other type of interaction, is a choice. As Soldiers, you have many situations in which you might choose to negotiate. In most situations, we are guided by our commander’s guidance, SOPs, TTPs, ROE, and ROI. Looking at it simply, these rules and guidelines provide us with three choices: Engage Kinetically, Bypass, or Interact. Assess the situation to determine your plan of action.
The first two choices—Engage or Bypass—offer a set number of outcomes, whereas interaction has an almost infinite number of outcomes. In cases where kinetic engagement and bypassing are not the best choices, interacting can fill that gap. Interacting includes rapport-building, key leader engagements,