The Business Negotiation Framework
The framework is the practical result of the thesis. It is not a sequence of steps and not a checklist: the seven pillars run concurrently, and a negotiation fails at whichever one is weakest. Each is developed in its own entry as the record is written.
Derived from sixteen semi-structured interviews with senior executives and negotiation practitioners across Europe, with three AI models examined alongside them. See Methodology for how the pillars were arrived at, and Evidence for the participant testimony behind them.
Virtual communication as the new norm
Communicating clearly, concisely, and engagingly with no room for ambiguity.
Not yet developed in its own entry.
Hybrid interaction for trust-building
Combining virtual efficiency with high-impact face-to-face touchpoints.
Managing increased deal volumes
Process and discipline for a faster, more parallel pipeline without losing quality.
Not yet developed in its own entry.
Mastering trust-building in virtual negotiation
Building cognitive trust through consistency and professional digital presence.
Strategic and data-driven preparation
Moving from improvisation to proactive, evidence-led preparation.
Artificial intelligence as an enabler
Using AI ethically and effectively for advantage, without ceding judgment.
Understanding the human factors at play
Managing cognitive load, psychological pressure, and new social dynamics.
Negotiating Trust at a Distance: Virtual Complex B2B Negotiations in post-COVID Europe
The framework is drawn from the dissertation. Requests for the full framework or citation details are welcome via correspondence.
Correspondence