Strategic decisions and complex negotiations rarely take place under ideal conditions. Pressure is high, time is constrained, information is incomplete, and interests diverge. In such contexts, outcomes depend not only on analysis or technical expertise, but increasingly on the ability to manage the psychological dynamics that shape behavior, relationships, and decision-making when the margin for error is narrow.
Many decisions and negotiations fail to deliver the expected results not because of weak substance, but because of predictable patterns. Emotions harden positions, excessive rationality triggers resistance, and pressure drives premature or suboptimal agreements simply to reach closure. This session adopts a pragmatic, immediately applicable approach to leadership and negotiation in high-pressure environments, grounded in behavioral psychology within organizations. The aim is to improve the quality of decisions and agreements by reframing pressure from a source of risk into a factor of effectiveness, influence, and negotiation capability.
The session provides interpretive frameworks and practical tools relevant to business contexts where decisions and negotiations are conducted under pressure, with attention to their impact on decision quality, working relationships, and execution. In particular, it focuses on how to:

• address decision-making biases and negotiation rigidity in critical moments
• manage emotional and relational dynamics under pressure
• use time constraints, urgency, and uncertainty as levers in complex decisions.