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DTSTAMP:20260405T092547
CREATED:20250314T060608Z
LAST-MODIFIED:20260225T062831Z
UID:10000510-1775638800-1776430800@negotiate.org
SUMMARY:VIRTUAL COURSE (AUS): Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/virtual-course-aus-module-1-professional-5/
LOCATION:Online (APAC)\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/virtual.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260409
DTEND;VALUE=DATE:20260411
DTSTAMP:20260405T092547
CREATED:20260303T025845Z
LAST-MODIFIED:20260303T030213Z
UID:10000564-1775692800-1775865599@negotiate.org
SUMMARY:HONG KONG: Foundational
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/hong-kong-foundational-2/
LOCATION:Hong Kong\, Hong Kong
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260429
DTEND;VALUE=DATE:20260501
DTSTAMP:20260405T092547
CREATED:20241209T012217Z
LAST-MODIFIED:20260121T035141Z
UID:10000492-1777420800-1777593599@negotiate.org
SUMMARY:NETHERLANDS: Module 1 - Professional (Amsterdam)
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/netherland-module-1-professional-4/
LOCATION:Amsterdam\, Netherlands
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260429
DTEND;VALUE=DATE:20260501
DTSTAMP:20260405T092547
CREATED:20251210T060519Z
LAST-MODIFIED:20260121T035036Z
UID:10000544-1777420800-1777593599@negotiate.org
SUMMARY:BRISBANE: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/brisbane-module-1-professional-21/
LOCATION:Cliftons Brisbane\, 24/288 Edward Street\, Brisbane\, QLD\, 4000\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260507
DTEND;VALUE=DATE:20260509
DTSTAMP:20260405T092547
CREATED:20250215T230055Z
LAST-MODIFIED:20260121T034952Z
UID:10000533-1778112000-1778284799@negotiate.org
SUMMARY:CAPE TOWN: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/cape-town-module-1-professional/
LOCATION:CAPE TOWN\, Cape Town\, South Africa
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/6-1.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260507
DTEND;VALUE=DATE:20260509
DTSTAMP:20260405T092547
CREATED:20251212T041056Z
LAST-MODIFIED:20260121T034914Z
UID:10000547-1778112000-1778284799@negotiate.org
SUMMARY:MELBOURNE: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/melbourne-module-1-professional-12/
LOCATION:Cliftons Melbourne\, L1 / 440 Collins Street\, Melbourne\, Victoria\, 3000\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260511
DTEND;VALUE=DATE:20260513
DTSTAMP:20260405T092547
CREATED:20260121T083534Z
LAST-MODIFIED:20260121T083706Z
UID:10000558-1778457600-1778630399@negotiate.org
SUMMARY:NETHERLANDS: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/netherlands-module-1-professional/
LOCATION:Netherlands\, Netherlands
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260512
DTEND;VALUE=DATE:20260514
DTSTAMP:20260405T092547
CREATED:20260121T065136Z
LAST-MODIFIED:20260121T065310Z
UID:10000554-1778544000-1778716799@negotiate.org
SUMMARY:HOUSTON: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/houston-module-1-professional-2/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260512
DTEND;VALUE=DATE:20260514
DTSTAMP:20260405T092547
CREATED:20260122T054310Z
LAST-MODIFIED:20260122T054601Z
UID:10000560-1778544000-1778716799@negotiate.org
SUMMARY:SINGAPORE: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/singapore-module-1-professional-9/
LOCATION:Singapore\, Singapore\, Singapore
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260513
DTEND;VALUE=DATE:20260515
DTSTAMP:20260405T092547
CREATED:20260120T234020Z
LAST-MODIFIED:20260319T045558Z
UID:10000549-1778630400-1778803199@negotiate.org
SUMMARY:PERTH: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/perth-module-1-professional-15/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/6-1.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260519
DTEND;VALUE=DATE:20260521
DTSTAMP:20260405T092547
CREATED:20250923T054623Z
LAST-MODIFIED:20260331T023346Z
UID:10000532-1779148800-1779321599@negotiate.org
SUMMARY:GERMANY: Module 1 - Professionelle Verhandlungsführung und Beeinflussung (Frankfurt)
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/frankfurt-module-1-professionelle-verhandlungsfuhrung-und-beeinflussung/
LOCATION:FRANKFURT\, Frankfurt\, Germany
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/5-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260520
DTEND;VALUE=DATE:20260522
DTSTAMP:20260405T092547
CREATED:20241104T233805Z
LAST-MODIFIED:20260219T065840Z
UID:10000475-1779235200-1779407999@negotiate.org
SUMMARY:PARIS (FRENCH): Négociation Professionnelle & Influence
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/paris-module-1-professional-2/
LOCATION:Paris\, Paris\, France
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260520
DTEND;VALUE=DATE:20260522
DTSTAMP:20260405T092547
CREATED:20251125T063610Z
LAST-MODIFIED:20260319T050157Z
UID:10000542-1779235200-1779407999@negotiate.org
SUMMARY:SYDNEY: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/sydney-module-1-professional-17/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/5-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260526
DTEND;VALUE=DATE:20260528
DTSTAMP:20260405T092547
CREATED:20240901T152649Z
LAST-MODIFIED:20260121T034635Z
UID:10000466-1779753600-1779926399@negotiate.org
SUMMARY:MELBOURNE: Module 2 - Strategic
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/melbourne-module-2-strategic-5/
LOCATION:Cliftons Melbourne\, L1 / 440 Collins Street\, Melbourne\, Victoria\, 3000\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260608
DTEND;VALUE=DATE:20260610
DTSTAMP:20260405T092547
CREATED:20251210T060953Z
LAST-MODIFIED:20260121T034410Z
UID:10000545-1780876800-1781049599@negotiate.org
SUMMARY:BRISBANE: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/brisbane-module-1-professional-22/
LOCATION:Cliftons Brisbane\, 24/288 Edward Street\, Brisbane\, QLD\, 4000\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260611
DTEND;VALUE=DATE:20260613
DTSTAMP:20260405T092547
CREATED:20260121T065601Z
LAST-MODIFIED:20260121T065754Z
UID:10000555-1781136000-1781308799@negotiate.org
SUMMARY:LONDON: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/london-module-1-professional-6/
LOCATION:London\, London\, United Kingdom
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/Los_Angeles:20260611T100000
DTEND;TZID=America/Los_Angeles:20260619T140000
DTSTAMP:20260405T092547
CREATED:20260121T071249Z
LAST-MODIFIED:20260218T014709Z
UID:10000556-1781172000-1781877600@negotiate.org
SUMMARY:VIRTUAL COURSE (US and CANADA): Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/virtual-course-us-and-canada-module-1-professional/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/virtual.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260623
DTEND;VALUE=DATE:20260625
DTSTAMP:20260405T092547
CREATED:20241105T002200Z
LAST-MODIFIED:20260224T122912Z
UID:10000485-1782172800-1782345599@negotiate.org
SUMMARY:MADRID: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/madrid-module-1-professional-4/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260623
DTEND;VALUE=DATE:20260625
DTSTAMP:20260405T092547
CREATED:20260205T011025Z
LAST-MODIFIED:20260205T011133Z
UID:10000562-1782172800-1782345599@negotiate.org
SUMMARY:AUCKLAND: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/auckland-module-1-professional-7/
LOCATION:Cliftons Auckland\, Level 4/45 Queen Street\, Auckland\, 1010\, New Zealand
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260629
DTEND;VALUE=DATE:20260701
DTSTAMP:20260405T092547
CREATED:20251124T062828Z
LAST-MODIFIED:20260319T052707Z
UID:10000541-1782691200-1782863999@negotiate.org
SUMMARY:CANBERRA: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/canberra-module-1-professional-12/
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/5-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260707
DTEND;VALUE=DATE:20260709
DTSTAMP:20260405T092547
CREATED:20251210T063854Z
LAST-MODIFIED:20260121T034301Z
UID:10000546-1783382400-1783555199@negotiate.org
SUMMARY:CANBERRA: Module 2 - Advanced
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/canberra-module-2-advanced-3/
LOCATION:Cliftons Canberra\, 2/10 Moore St\, Canberra\, ACT\, 2601\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/2-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260714
DTEND;VALUE=DATE:20260716
DTSTAMP:20260405T092547
CREATED:20240626T022229Z
LAST-MODIFIED:20260205T010457Z
UID:10000449-1783987200-1784159999@negotiate.org
SUMMARY:SINGAPORE: Module 2 - Strategic
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/singapore-module-1-professional-8/
LOCATION:Singapore\, Singapore\, Singapore
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260714
DTEND;VALUE=DATE:20260716
DTSTAMP:20260405T092547
CREATED:20260121T064446Z
LAST-MODIFIED:20260121T064850Z
UID:10000553-1783987200-1784159999@negotiate.org
SUMMARY:NEW YORK: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/new-york-module-1-professional-4/
LOCATION:Cliftons Melbourne\, L1 / 440 Collins Street\, Melbourne\, Victoria\, 3000\, Australia
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Amsterdam:20260721T090000
DTEND;TZID=Europe/Amsterdam:20260724T130000
DTSTAMP:20260405T092547
CREATED:20260121T063753Z
LAST-MODIFIED:20260121T075546Z
UID:10000552-1784624400-1784898000@negotiate.org
SUMMARY:VIRTUAL COURSE (EU): Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/virtual-course-eu-module-1-professional-2/
LOCATION:Online (Europe)\, United Kingdom
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/virtual.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260818
DTEND;VALUE=DATE:20260820
DTSTAMP:20260405T092547
CREATED:20251118T043042Z
LAST-MODIFIED:20260121T034206Z
UID:10000538-1787011200-1787183999@negotiate.org
SUMMARY:HONG KONG: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/hong-kong-module-1-professional-3/
LOCATION:Hong Kong\, Hong Kong
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260908
DTEND;VALUE=DATE:20260910
DTSTAMP:20260405T092547
CREATED:20260122T054631Z
LAST-MODIFIED:20260122T054757Z
UID:10000561-1788825600-1788998399@negotiate.org
SUMMARY:SINGAPORE: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/singapore-module-1-professional-10/
LOCATION:Singapore\, Singapore\, Singapore
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260928
DTEND;VALUE=DATE:20260930
DTSTAMP:20260405T092547
CREATED:20260121T083746Z
LAST-MODIFIED:20260309T051153Z
UID:10000559-1790553600-1790726399@negotiate.org
SUMMARY:NETHERLANDS: Module 1 - Professional
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/netherlands-module-1-professional-2/
LOCATION:Netherlands\, Netherlands
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/4-2.png
END:VEVENT
BEGIN:VEVENT
DTSTART;VALUE=DATE:20260929
DTEND;VALUE=DATE:20261001
DTSTAMP:20260405T092547
CREATED:20260312T040702Z
LAST-MODIFIED:20260312T041003Z
UID:10000566-1790640000-1790812799@negotiate.org
SUMMARY:VANCOUVER: Professional Negotiation & Influencing
DESCRIPTION:Lessons from Defence’s 48% capability boostModern leadership is shifting fast. Complexity\, geopolitical uncertainty\, technological acceleration and cross-functional interdependence mean that leaders can no longer rely solely on technical expertise or hierarchical authority. In this environment\, negotiation and influence aren’t “soft skills”\, they’re critical adaptive capabilities.  A recent Australian HR Institute case study highlights just how urgent this shift has become. The Australian Department of Defence’s JOURNEY program\, designed to help leaders respond effectively to complexity\, reported a 48% increase in adaptive leadership capability among participants. For ENS International\, this aligns closely with what we see across industries: organisations that thrive in uncertainty are those that treat negotiation and influence as adaptive practices\, not transactional events.  When expertise isn’t enough: the case for adaptive leadershipA central question facing senior leaders today is: What does it take to lead when yesterday’s expertise no longer solves today’s challenges?  Adaptive leadership\, shaped by Heifetz and Linsky\, asks leaders to shift from being answer-providers to being facilitators of learning\, sense-making and collaboration. Defence recognised this shift early\, driven by its transformation strategies and the rising need for integrated decision-making.  Leaders now must:  challenge entrenched assumptions influence without relying on hierarchy navigate competing stakeholder expectations make decisions with incomplete or conflicting information operate across organisational\, functional and even national boundaries In other words: leaders must negotiate adaptively.  How Defence built adaptive capability and why it matters for negotiation Anchoring learning in real-world complexity The JOURNEY program exposed leaders to ambiguity that mirrored Defence’s operational reality\, forcing them to diagnose context\, explore underlying drivers and rethink mental models.This mirrors ENS’s negotiation approach\, which begins with understanding not just what is happening in a negotiation\, but why.Challenging assumptions and shifting mindsets A key outcome of the program was a clear improvement in leaders’ ability to question long-held patterns of thinking\, a cornerstone of adaptive negotiation.Effective negotiation relies on testing assumptions\, reframing issues and shifting from positions to interests.Building capability at scale through systems thinking Defence used a system-wide approach\, reshaping leadership behaviours and organisational structures.Negotiation operates the same way: influence is shaped by incentives\, interdependencies and stakeholder ecosystems\, not just individual skill. Why adaptive leadership now drives negotiation performanceAcross our global client base\, we’re seeing three major shifts: Negotiation is increasingly cross-boundaryJust as Defence leaders must influence across agencies and partner nations\, corporate leaders now negotiate across teams\, geographies\, hybrid workforces and cultures.Authority can’t carry influence anymore Modern negotiation depends on trust\, relational authority and credibility\, not job titles.Influence requires experimentation Adaptive negotiation involves testing\, learning and adjusting in real time rather than sticking to rigid plans. Three takeaways from Defence’s 48% capability boostTrain mindsets\, not just toolsBehavioural flexibility drove much of Defence’s uplift\, not technical instruction. Make learning experiential and context-richAdaptive capability grows fastest in real-world\, high-pressure scenarios — the foundation of ENS’s simulation-based methodology. Embed shared language and frameworksDefence scaled impact by using a cohesive framework. ENS’s behavioural models and structured negotiation processes do the same for influence capability. The adaptive negotiator: a leader built for the futureDefence’s success signals a broader truth:Negotiation is now an adaptive leadership capability.  Organisations that outperform in complexity develop leaders who can:  navigate competing agendas influence without authority adapt dynamically under pressureengage stakeholders with clarity and empathy help teams learn faster than conditions change These are the leaders who will thrive in the uncertainty ahead.  At ENS International\, we help organisations build these capabilities systematically\, through negotiation\, influence and adaptive communication programs grounded in behavioural science.  The future belongs to adaptive negotiators. 
URL:https://negotiate.org/schedule/vancouver-professional-negotiation-influencing-2/
LOCATION:Vancouver\, Canada
ATTACH;FMTTYPE=image/png:https://negotiate.org/wp-content/uploads/2022/09/3-2.png
END:VEVENT
END:VCALENDAR