Negotiation and Leadership

De aling with Difficult People and Problems

fall
2014
Pro

gra

ms

FALL 2014 three-day seminars:

SEPTEMBER 1517 | OCTOBER 2729 | DECEMBER 810
The Charles Hotel, Cambridge, MA

Dear Executive:
Ive dedicated my career to
studying the theory and practice
of negotiation, and I know without
a doubt that negotiation is an
essential skill for leaders and
executives. At the Program on
Negotiation, we believe that with
training, everyone can become a
better negotiator, and when you
are a skilled negotiator, you will
have greater success at closing
deals, building partnerships, and
avoiding costly disputes. Our
Executive Education program,
Negotiation and Leadership,
distills cutting-edge research and
real-world examples into three
days of targeted negotiation
training. If you are ready to become
a more skilled negotiator and a
more effective leader, I strongly
encourage you to join us in
Cambridge this fall.
Sincerely,

About the Program on Negotiation

at Harvard Law School
Widely recognized as the preeminent leader in the field
of negotiation and negotiation research, the Program on
Negotiation is an interdisciplinary, multiuniversity research
center based at Harvard Law School. Our flagship program
recently renamed Negotiation and Leadershiphas a long
legacy of effectiveness, over the past 30 years.
THE PREMIER PROGRAM ON BUSINESS NEGOTIATION
At Negotiation and Leadership, you will test your beliefs
and assumptions, overcome emotional and rational biases,
examine complex negotiation scenarios, and discover a
range of competitive and cooperative negotiation strategies.
In this acclaimed program, we compress 30 years of
groundbreaking research into three thought-provoking days.
In sessions taught by our expert faculty, youll broaden your
understanding of negotiating concepts, acquire proven
negotiating techniques, and have the opportunity to put
your learning into practice.
This time- and road-tested curriculum has been utilized by
the more than 30,000 executives who have participated in
Negotiation and Leadership. This fall, you can join their
ranks and acquire a framework for negotiationequipping
you to overcome barriers, manage conflict, and achieve
better outcomes at the bargaining table, every single time.

Previous participating companies include:

African Wildlife Foundation, Bacardi, BP America,

Robert H. Mnookin
Faculty Chair
Program on Negotiation at
Harvard Law School

Bristol-Myers Squibb, Caribbean Development Bank,

Chiquita Brands, CISCO Systems, Comcast, Deloitte
Consulting, Department of Defense, General Electric, Harley
Davidson Motor Company, Hess, Intel, Johnson & Johnson,
Liberty Mutual Insurance, Luxottica, Maersk Procurement,
Massachusetts General Hospital, Microsoft, NASCAR,
National Institutes of Health, Nokia, Rotterdam School of
Management, Southwest Airlines, Staples Canada, Target,
Tetra Pak, Texas Instruments, Toyota Motor Corporation
Australia, TransCanada, U.S. Navy, Verizon Wireless,
Viceroy Hotel Group, Warner Brothers.

Program on Negotiation at Harvard Law School:

A university consortium dedicated to developing the
theory and practice of negotiation and dispute resolution.
Harvard | MIT | Tufts

NEGOTIATION AND LEADERSHIP

SEPTEMBER 1517 | OCTOBER 2729 | DECEMBER 810
With in-depth, one-day sessions:
SEPTEMBER 18: Winning at Win-Win Negotiation
OCTOBER 30: Understanding Diplomacy and International Negotiations
DECEMBER 11: The Art of Saying No: Save the Deal, Save the Relationship, and Still Say No

FIVE REASONS TO ATTEND NEGOTIATION AND LEADERSHIP

1. Lead at the bargaining table
There may not be a single mold from which all great leaders are cast, but there is one
quality they all share: the ability to negotiate. While some are born with it, most leaders
hone their negotiation skills over time, through on-the-job experience. At the Program on
Negotiation, we accelerate that process and focus on techniques that work in the corner
office and at the bargaining table.
2. Achieve better outcomes
The strategies you learn over this three-day program will help you shape important deals,
negotiate in uncertain environments, improve working relationships, claim (and create)
more value, and resolve seemingly intractable disputes. Youll work through complex
scenarios and learn problem-solving tactics that you can apply to future negotiations.
3. Learn from the best
Our faculty members have negotiated peace treaties, brokered multi-billion dollar deals,
and hammered out high-stakes agreements around the globe. With their guidance, you
will learn how to become a more successful negotiator, deal with difficult people, and
manage conflict. Their expert guidance will teach you how to leverage your strengths to
achieve better results.
4. Practice with confidence
Its not enough to listen to a lectureour program includes opportunities to work through
negotiation scenarios. Alongside a diverse group of executives from all over the world,
youll test groundbreaking theories, practice new approaches, and put your newfound
knowledge into action, right then and there. Youll leave the program with a time-tested
toolkitone that works in both theory and practice.
5. Take a deeper dive
Whether you want to figure out how to win at win-win negotiation, better understand
diplomacy and international negotiations, or master the art of saying no, extend your
learning with one of our in-depth, one-day sessions. Each program is run only once per
yearrepresenting a great opportunity to take an in-depth look at a timely issue.

Register online at www.executive.pon.harvard.edu / 1

Day 1

Understanding key negotiation concepts

/ MORNING SESSION /

/ AFTERNOON SESSION /

Managing the Tension Between Creating

and Claiming Value

In this session, you will be introduced to a set of

In business, negotiation is a high transaction cost activity,

breakthrough strategies for dealing with manipulative

and the side that is most prepared nearly always has the

tactics, stonewalling, obstructive behavior, and dirty tricks

upper hand. This session provides a framework for preparing

in negotiation. Designed to enhance your skill in mutual gains

for and analyzing negotiations. You will examine the key

negotiation and increase your proficiency in overcoming

elements of negotiation:

hard bargainers and hard bargaining situations, this session

Learn to clarify your interests and priorities, and then

will help you:

Difficult Tactics and How to Deal With Them

estimate your counterparts interests. Which interests

Equip yourself for difficult negotiations

are shared, and which are different?

Prepare to negotiate when you do not have much time

Identify the range of alternatives you are willing to

consider if your counterpart does not give consent.
Brainstorm possible agreements or concessions that
may creatively satisfy both parties interests.
Establish legitimacy for your side. Research or create
standards, principles, and arguments that make an
agreement or a term feel more fair and appropriate.
Draw up statements of what each party will or will not do.
Assess your relationship with your counterpart and
determine if you can take steps to generate positive
emotions and avoid negative reactions.
Outline your communication strategy. What do you want
to learn from them? What are you willing to share? What

Neutralize threats, lies, and insults

Deal with someone who is more powerful than you
Handle power more constructively
Strengthen interpersonal relationships in business
Regain control of the negotiation
Identify and control your own tendencies in the
face of conflict
You will learn to recognize the most common manipulative
tactics used by difficult people, along with strategies for
neutralizing their effects. Discover how to succeed, not by
defeating the other side, but by advocating persuasively for
your own.

is your agenda and how will you handle disagreements

or stalemates?
Identify opportunities to capture and create value.
Do you understand the other partys interests and

One of the best professional education

goals? Cooperative behaviors facilitate value creation;

experiences Ive had. It took my negotiation

competitive behaviors do not.

and relationship skills to an all-time high level.

Through case study and interactive discussions, you will

examine ways to structure the bargaining process to
accommodate joint problem solving, brainstorming, and
collaborative fact-finding. You will learn how to evaluate a
best alternative to a negotiated agreement (BATNA), create
a zone of possible agreement (ZOPA), and implement the
mutual gains approach to negotiation. As a result, you will be
able to think more clearly, make smarter moves, and set the
stage for more productive negotiations.

2 / Register online at www.executive.pon.harvard.edu

Ron Kring, Senior Manager, National Accounts, Medimmune

Day 2

Managing interpersonal dynamics

/ MORNING SESSION /

/ AFTERNOON SESSION /

Managing the Tension Between Empathy

and Assertiveness

Building Successful Relationships

Building on the earlier session that examined the tension

successful relationships. To be effective, executives

between creating and claiming value, this session focuses

must learn to navigate personality differences, diverse

on active listening and how to manage the tension between

agendas, and social pressures. Building on the earlier

empathy and assertiveness. You will find that:

sessions framework, you will examine how positive working

Assertiveness is effectively expressing your own interests,

relationships are vital to creating and implementing lasting

needs, and perspectives to the other party

Empathy is expressing to the other party their interests,
needs, and perspectives
Active listening is key
Many times, negotiators are poor listeners; other
times, negotiators are not able to effectively defend
their own interests
A great negotiator is able to do both well
You will evaluate your personal tendencies in the face of
conflict and learn to manage your strengths and weaknesses
to become a more effective negotiator. The session will
include a framework you can use to evaluate how different
conflict styles can impact a negotiation.

Negotiating better outcomes is contingent upon building

agreements. You will discover strategies for:

Creating a relationship through engagement (who are
we?), framing (what are we doing?), and process (how
will we do it?)
Projecting warmth and competence
Determining when to cooperate to create value and when
to compete to claim your share
Recognizing the structure and social context of the game
Understanding our own biases and tendencies
Proactively changing the game by how we play
Avoiding common pitfalls and errors
Achieving negotiation success
By taking part in negotiation simulations, you will gain a
better understanding of different negotiation and decisionmaking strategiesenabling you to determine which
approach is most appropriate in a given situation.

This program provided a great balance of theory and applied practice, opening my eyes
to new (and more effective) ways of seeing and engaging the world and people in it.
David Franke, Associate Director, Communispace

Register online at www.executive.pon.harvard.edu / 3

Day 3

Addressing negotiation
complexities

/ MORNING SESSION /

/ AFTERNOON SESSION /

Organizational Obstacles and Other

Complicating Factors

Putting It All Together: Applying the Theory

to Your Real-World Negotiations

In managing internal and external negotiations, what can you

The final session builds on your accumulated knowledge to

do to maximize the deal for both sideseven in the face of

generate descriptive and prescriptive insights for negotiating

obstacles and barriers? What tools work best for managers

across a variety of competitive contexts. Through relevant

who need to shape agreements and informal understandings

case studies, faculty will bring to life different negotiation

within a complex web of relationships? In this session, you

problems and examine their real-world outcomes. You will

will discover strategies for anticipating and responding to

focus on the most common psychological biases within

an array of complicating factorsfrom multiple parties and

organizations and acquire best practices for creating

coalitions to cultural and value differences. You will acquire

psychological safety within a group. As a result of your

techniques for:

participation, you will become a more effective decision

Responding to obstacles
-- Learn to recognize key obstacles
-- Adopt preparation guides and procedures

maker and negotiator over the long term. You will also be
better prepared to acquire support from your organization
as you lead future negotiations.

-- Commit to value-creating moves

-- Consider contingent agreements that take into
account different assumptions about the future
-- Create dispute handling procedures
-- Identify internal obstacles that can hinder
your negotiations
-- Insufficient investment by one or both sides
-- Anxiety about committing to cooperative efforts
that can create value
-- Difficulty identifying and agreeing on
objective standards
-- Failure to make agreements self-enforcing
-- Neglecting to anticipate predictable surprises
Addressing cultural differences
Examining value differences and determining when
they can be reconciled (and when they cannot)
Coping with value-based disputes

4 / Register online at www.executive.pon.harvard.edu

This program is pivotal in understanding

the necessary tools for effective human
resource negotiations. I highly recommend
it to managers of teams and anyone working
in a highly matrixed environment.
Madina McDonald, Senior Program Manager, EMC

program on negotiation

Teaching Team
Max Bazerman, Jesse Isidor Strauss

Jared Curhan, Ford International

James Sebenius, Gordon Donaldson

Professor of Business Administration,

Career Development Professor;

Professor of Business Administration,

Harvard Business School; Co-director,

Associate Professor of Organization

Harvard Business School; Director,

Harvard Negotiation Project

Center for Public Leadership, Harvard

Studies, MIT Sloan School

Kennedy School

of Management

Iris Bohnet, Academic Dean and

Deepak Malhotra, Professor of

of Psychology, Harvard Medical

Professor of Public Policy, Harvard

Business Administration, Harvard

School/McLean Hospital; Director,

Kennedy School; Director, Women

Business School

Harvard International Negotiation

and Public Policy Program; Associate

Director, Harvard Decision Science

Daniel L. Shapiro, Associate Professor

Brian S. Mandell, Director, Kennedy

School Negotiation Project; Senior

Program; Associate Director, Harvard

Negotiation Project

Hannah Riley Bowles, Senior Lecturer,

Lecturer in Public Policy, Harvard

Guhan Subramanian, Joseph Flom

Center for Public Leadership, Harvard

Kennedy School

Professor of Law and Business,

Kennedy School; Research Director,

Women and Public Policy Program,
Harvard Kennedy School

Robert H. Mnookin, Samuel Williston

Professor of Law, Harvard Law School;
Chair, Program on Negotiation at

Professor of Human Rights and

of Urban and Environmental Planning,

Bruce M. Patton, Co-founder and

International Humanitarian Law,

Harvard Law School; Co-Director of
the HLS-Brookings Project on Law
and Security

The Massachusetts Institute of

Distinguished Fellow of the Harvard

Technology

Negotiation Project
Jeswald W. Salacuse, Henry J. Braker

Robert C. Bordone, Thaddeus R.

Beal Clinical Professor of Law,
Harvard Law School; Director, the

Professor of Business Law, Harvard

Business School
Lawrence E. Susskind, Ford Professor

Harvard Law School

Gabriella Blum, Rita E. Hauser

Harvard Law School; Douglas Weaver

Professor of Law and former Dean,

William Ury, Senior Fellow of the

Harvard Negotiation Project

Fletcher School of Law and Diplomacy,

Michael A. Wheeler, Class of 1952

Tufts University

Professor of Management Practice,

Harvard Business School; Editor,

Harvard Negotiation and Mediation

Negotiation Journal

Clinical Program

Max
Bazerman

Iris
Bohnet

Hannah Riley
Bowles

Gabriella
Blum

Robert C.
Bordone

Jared
Curhan

Deepak
Malhotra

Brian S.
Mandell

Bruce M.
Patton

Jeswald W.
Salacuse

James
Sebenius

Daniel L.
Shapiro

Guhan
Subramanian

Lawrence E.
Susskind

William
Ury

Michael A.
Wheeler

Robert H.
Mnookin

Register online at www.executive.pon.harvard.edu / 5

IN-DEPTH,

ONE-DAY SESSIONS

september 18, 2014

Winning at Win-Win Negotiation
The primary goal of win-win negotiation is to find the

3. Expect the unexpected.

best way to convince the other side to accept a mutually

Learn how to use contingent offers when faced with

beneficial outcome. The reality? People do not just want

uncertainty.

their fair share; they want to win. However, seeking to

dominate or bully opponents into submission is not
the answer (not to mention, a public relations disaster).
Instead, there is a way to win at win-win negotiation by
first helping to create additional value, and then by
claiming a disproportionate share of that value while
ensuring that your opponent still looks good to those
whom he reports.
In this new, one-day program, Professor Larry Susskind
addresses what he terms, the claiming problem by
providing a tactical, six-step process for claiming the largest

4. Write their victory speech.

Help the other side sell your best deal to their back table
the people to whom they report.
5. Insulate yourself against predictable surprises.
Protect yourself against a variety of things that could
happen by thinking ahead and building dispute resolution
mechanisms into your agreements.
6. Provide leadership.
Build your organizations negotiation capabilities.
Incorporating innovative, point-counterpoint exercises, short

share of what youve created without ruining relationships.

videos that highlight different perspectives in a negotiation,

1. Find your way into the trading zone.

effectively handle the claiming problem, get into the trading

The first step is help your negotiation partners reframe

their mandate by proposing packages that are good for
them, and great for you.
2. Create even more value.
The more you do to create value, the more justified you
are in claiming a larger share of what you have created.

and dynamic discussions, this program shows you how to

zone, and find the sweet spot in your next negotiation.
Faculty
Larry Susskind, Ford Professor of Urban and Environmental
Planning, The Massachusetts Institute of Technology
/ Every participant will receive a free copy of Good for you,
Great for me: Finding The Trading Zone and Winning at
Win-Win Negotiation.

Using the principles taught by the professors at the Program on Negotiation, our committee
negotiated a contract that benefits both the company and union. Applying the strategy of
mutual gains, we not only raised wages and benefits, but most important, created jobs.
Mison W. La-Seigna, President USWLU 3298, ITT Industries/Goulds Pumps

6 / Register online at www.executive.pon.harvard.edu

october 30, 2014

Understanding Diplomacy and International Negotiations
Going far beyond war and peace, international negotiation

Drawing on her personal experiences in Israeli-Arab peace

spans issues ranging from global warming to foreign

negotiations, Professor Blum will lead an interactive exercise

debt to human rights. Offered once a year in conjunction

aimed at helping you assess the roles, impact, and operation

with Negotiation and Leadership, this dynamic full day

of bilateral treaties and multilateral treaties. You will have

program will explore contemporary issues in international

the opportunity to practice your diplomacy skills as you

negotiations and diplomacy.

strive to attain the number of ratifications required to reach

Utilizing a combination of theoretical analyses, case studies,

consensus.

and simulations, this program will focus on negotiating

Faculty

across and behind the table and provide strategies

Gabriella Blum, Rita E. Hauser Professor of Human Rights

and tactics for practicing diplomacy and undertaking

and International Humanitarian Law, Harvard Law School

international negotiations. This workshop-style course will

(HLS); Co-Director of the HLS-Brookings Project on Law

deepen your understanding of the issues and challenges

and Security

that are inherent to negotiating internationally. By attending

this program, you will:

/ Every participant will receive a free copy of Islands of

Agreement: Managing Enduring Armed Rivalries. /

Discover how to conduct multilateral negotiations

Examine the cross-cultural dimensions of negotiations
Become better prepared to engage in international
mediations
Assess the importance of power in international
negotiations
Gain a framework for designing and drafting
international agreements

As an educator, it was fascinating to meet

and learn from people from all over the world

Explore the concept of power ethics

who work in many different industries.

Explore the approaches and processes of diplomacy

Thomas Campbell, Director of Human Resources,

and address diplomatic challenges

Learn how to leverage communication skills to defuse

Needham Public Schools

friction and build consensus

Acquire strategies for managing constituencies
Enhance your understanding of sequencing and
coalition building
Explore the limits of negotiation agreements

Register online at www.executive.pon.harvard.edu / 7

IN-DEPTH,

ONE-DAY SESSIONS

DECEMBER 11, 2014

The Art of Saying No: Save the Deal, Save the Relationship, and Still Say No
No is perhaps the most important and certainly the most

Faculty

powerful word in the language. Every day we find ourselves

William L. Ury, Co-Founder, Program on Negotiation; Senior

in situations where we need to say noto people at work,

Fellow of the Harvard Negotiation Project; author of The

at home, and in our communitiesbecause it is the word

Power of a Positive No

we must use to stand up for what matters to us.

/ Every participant will receive a free copy of The Power of a
In business, how do you say no to an overly demanding

Positive No. /

co-worker or boss without hurting the relationship? Saying

no the right way is possibly the single most valuable skill in
negotiationand absolutely key to getting to yes. As you will
learn, the secret to saying no while protecting and advancing
your core interests, without compromising relationships,

Fully engagingthe days flew by

lies in the art of the positive no. You will learn how to:

and there was no waste of time.

Make your no firm and strong

Great location and great food! The

Resist the other sides aggression and manipulation

professors make the program

Defuse attacks and guilt tactics

extraordinarily educational and

Get to the right yesthe one that truly serves your

interests

entertaining at the same time.

Matt Nardby, Senior Manager, Broadcast &
Entertainment Communications, NASCAR

8 / Register online at www.executive.pon.harvard.edu

WHO SHOULD ATTEND

FEES AND DATES

Negotiation and Leadership attracts

One day: $1,750 each

a diverse, global audience from both

Three days: $3,497

the private and public sectors.

Participants span a wide range of

Four days: $4,497 save $750

titles and industries. This program is

Negotiation and Leadership

appropriate, although not limited to,

September 1517

individuals with the following titles:

October 2729

Chief Executive Officer

VENUE

December 810

The Charles Hotel

Negotiation and Leadership is held
at The Charles Hotel in Cambridge,
Massachusettsnext door to the
Harvard Kennedy School and just

President

With special, focused one-day

Board Chair or Board Member

sessions:

Sergeant

September 18: Winning at Win-Win

Vice President

Negotiation

Commander

October 30: Understanding

Executive Director

Diplomacy and International

Director of Operations

Negotiations

Director of Human Resources

December 11: The Art of Saying No:

Director of Purchasing

Save the Deal, Save the Relationship,

Director of Sales

and Still Say No

1-800-882-1818 or 1-617-864-1200

Director of Marketing

Save $750 when you attend both

the three day and the one day!

Fall room rate: $305 plus tax

Director of Administration
Captain
Department Manager

steps away from the universitys

storied yard. A unique, independent
luxury hotel, The Charles Hotel
overlooks the Charles River in
Cambridges Harvard Square. Visit
www.charleshotel.com for more
information.
To reserve your room, call

Be sure to tell the hotel that you are

with the Program on Negotiation,

Assistant Director

NEW!

Major

The one-day, three-for-two pass!

Associate Vice President

If you would like to attend all of

Supervisor

the one-day courses there is a

special three-for-two pass for
only $3,500 (save $1,750)

or reserve your room online at

www.charleshotel.com. You are
encouraged to make your reservation
early as room rates are only valid
until the cut-off date and are subject
to availability.

Three easy ways to register

Maybe youve already attended

September Program

Online

the three-day program and want to

Reserve by: August 1, 2014

Visit www.executive.pon.harvard.edu

enhance your learning by attending

October Program

By phone

all three in-depth, one-day sessions?

Reserve by: September 1, 2014

Call 1-800-391-8629 between 9 a.m.

and 5 p.m. ET, any business day
Outside the U.S., please call
+1-301-528-2676
By mail
Download the registration form at
www.executive.pon.harvard.edu
and send it to:

Or maybe you simply prefer the

format of a one-day session? In
response to these requests, for the
first time, PON is offering the chance
to attend all three one-day sessions
Winning at Win-Win Negotiation,
Understanding Diplomacy and
International Negotiations, and The
Art of Saying No: Save the Deal, Save

Program on Negotiation at

the Relationship, and Still Say Nofor

Harvard Law School

the price of two ($3,500). Thats a

Pound Hall 501

savings of $1,750.

1563 Massachusetts Avenue

Cambridge, MA 02138
Fax: +1-240-599-7679

Team discount
Second and subsequent registrations
from the same organization receive
a $500 discount when attending the
same session.

December Program
Reserve by: November 1, 2014

To learn more or to register, visit www.executive.pon.harvard.edu

Have questions?
Email pon@law.harvard.edu or call 1-800-391-8629

Program on Negotiation
at Harvard Law School
Pound Hall 501
1563 Massachusetts Avenue
Cambridge, MA 02138
T: 1-800-391-8629
F: 1-617-495-1416
E: pon@law.harvard.edu