Negotiations start with logic.
They succeed because people are not logical.
ARCH™ is our own negotiation framework. It separates cold analytical preparation from psychologically informed interaction — on purpose. Not to ignore emotion, but to contain it, understand it, and then use it.
Four phases, one arch.
Each phase carries the next, the way stones carry an arch. Presented in order, but not rigid — experienced negotiators move between the phases as the situation moves. Pick a letter.
Assess — do the cold maths first.
Interests, constraints, power dynamics, alternatives and emotional drivers, worked out before anyone says a word. This phase produces three numbers you write down: your target, the defensible fair value, and the walk-away you will not go below.
A deal that wins on paper and fails in execution is not a successful negotiation. ARCH™ treats follow-through as part of the deal.
Eight tools across the four phases.
Each one has a chapter, a video and a lab session in the programme. Here are the names and what they are for — the how is what we train. Tap a card.
The research behind them: Fisher and Ury's BATNA from the Harvard Negotiation Project, game-theoretic value splitting from Yale, Nash's disagreement point, Kahneman on loss aversion, and the 16 End Motives, scientifically validated and expanded by the University of Luxembourg.
Calculate a pie. Then answer three.
Straight out of our lab sessions. Nothing is stored, nothing is scored against you — the feedback is the point.
The only value actually at stake.
Most negotiators haggle over the total value of a deal. The pie is only the incremental value that does not exist without the agreement: total value minus both sides' walk-aways. A fair deal splits that remainder in half — which is almost never a 50/50 split of the total.
The numbers below are the joint-venture case from the programme. Change them and watch what happens to "fair".
Only €300,000 is actually being negotiated. A 50/50 split of the total would hand them €200,000 of gain against your €100,000 — which is why “fair” has to be calculated, not felt.
Question 1 of 3
In a lab session these are not multiple choice. You negotiate the case live, against someone with a brief you cannot see, and the debrief runs on what you actually said.
People learn negotiation by doing, reflecting and recalibrating.
Not by memorising rules. Every block pairs a short theory input with a lab: a real case, role briefs nobody else can see, and a debrief on the behaviour that actually showed up.
Bring us a negotiation you are dreading.
Bring us the situation. We will tell you honestly whether training is the answer or whether one important negotiation simply needs to be prepared properly.