When I teach negotiation to my MBA students on campus, I run a lot of simulations and role-plays. I get them to prepare then conduct the mock negotiation, while I observe them closely. The groups then debrief and we reconvene. As part of this, I ask them about their planning. How did it go? Did planning the negotiation carefully make a difference to the end outcome they were able to achieve, or not achieve? I then offer some observations about the processes I observed in the groups. I comment on things like, the quality of their opening statement, the structure of the negotiation they set up and followed, their teamwork, the allocation of roles to team members or not, and the impact. Then I ask the group a pointed question. How much time did you spend discussing the process? The how of the negotiation, not the what, not the tactics, not the supporting arguments, not even their calculation of the break-even point. I often get blank stares, "We didn't discuss process at all." We can then unpack all the positive effects good process management can have on a negotiation, as well as all the negative effects poor process management can have. The moral of the story is, don't forget to think about process. There are a lot of benefits that flow from focusing on the how and the what. Don't forget about the relationship. You build and maintain a relationship with your counterpart. How will you manage it? What do you want from it? How can you invest in it? How can you signal to your partner that you're interested in a constructive, value-creating relationship? This week, you'll learn to think about more than content when planning for, and conducting a negotiation by investing time in the negotiation process and relationship. Developing your process skills to facilitate negotiation, and using structure to guide the negotiation. Welcome to Week 4.