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THREE-DAY SEMINARS

SPRING/SUMMER 2013 SESSIONS:

APRIL 1517 | MAY 2022 | JUNE 1719

DEALING WITH DIFFICULT PEOPLE AND PROBLEMS

NEGOTIATION AND LEADERSHIP

NEW!

SPRING

PROGRA

MS


2/12

Program on Negotiation at Harvard Law School: A university consortium dedicated to developing the theory and practiceo negotiation and dispute resolution. Harvard | MIT | Tufts

Dear Executive:

The worlds greatest leaders share a common traitan ability to negotiate masterully. While some are born

with natural ability, most leaders hone their skills over time, usually only ater many years o on-the-job

experience. At the Program on Negotiation, we believe that becoming a better negotiator starts here. To that

end, our agship program, Negotiation and Leadership (ormerly known as the Program on Negotiation or

Senior Executives), has helped more than 25,000 executives test their belies and assumptions, overcome

emotional and rational biases, examine complex negotiation scenarios, and discover a range o competitive

and cooperative negotiation strategies.

Whether youre an experienced executive or an up-and-coming managerworking in the private or public sector,

domestically or abroadthis program will help you shape important deals, negotiate in uncertain environments,

improve working relationships, claim (and create) more value, and resolve seemingly intractable disputes. In

short, this three-day executive education program will prepare you to achieve better outcomes at the bargaining

table, every single time.

Augmenting our spring programs are in-depth, one-day sessions that address tough negotiation problems

managing emotions, negotiating international deals, and improvising agreementsall taught by the experts who

literally wrote the books on them. Each one-day session is run only once (and space is limited), so be sure to plan

ahead to reserve your space.

I youre looking to accelerate and advance your negotiation and decision-making skills, I encourage you to

register or one o our upcoming sessions. Alongside a diverse group o executives rom all over the world,

youll learn rom acclaimed negotiation experts, authors, academicians, and researchers. Together, youll test

groundbreaking theories, practice new approaches, and put your newound knowledge into action, right then

and there.

I hope to see you at one o our spring 2013 sessions.

Sincerely,

Robert H. Mnookin

Faculty Chair

Program on Negotiation at Harvard Law School


3/12

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

NEGOTIATION AND LEADERSHIPAPRIL 1517 | MAY 2022 | JUNE 1719

With in-depth, one-day sessions:

APRIL 18: Reason and Emotion

MAY 23: Negotiating International Business Deals

JUNE 20: The Practical Art o Improvising an Agreement

ABOUT THE PROGRAM ON NEGOTIATION AT HARVARD LAW SCHOOLWidely recognized as the preeminent leader in the eld o negotiation and negotiation

research, the Program on Negotiation is an interdisciplinary, multi-university research

center based at Harvard Law School. Our agship programNegotiation and Leadership

has a long legacy o eectiveness, with more than 25,000 international participants over

the past 30 years.

THIRTY YEARS OF GROUNDBREAKING RESEARCH, COMPRESSED INTO THREE

THOUGHT-PROVOKING DAYS

Day 1: Broaden your understanding o negotiation concepts; Acquire proven problem-

solving techniques; Discover a ramework or thinking about negotiation success; Identiy

and leverage your strengths to obtain better results at the bargaining table.

Day 2: Advance your negotiation skills; Acquire proven techniques or addressing volatile

situations; Gain strategies or dealing with difcult conversations and people, small

bargaining zones, and tight deadlines; Learn how to manage conict, nd value, and build

rapport; Discover methods or remaining in control at the bargaining table and achieving

negotiation success.

Day 3: Put your learning into practice; Engage in dynamic, interactive exercises; Hone your

skills through eedback; Strengthen your ability to create value; Emerge with a toolkit o

valuable techniques and strategies or negotiating more skillully, condently, and eectively.

Previous participatingcompanies include:

Admiral Insurance, American

Eagle Outtters, American

Tower Corporation,

Autodesk, Biogen, Blue

Shield o Caliornia, Chevron,

The College Board, Columbia

Law School, Covidien, Cox

Communications, Dana-

Farber Cancer Institute,

Deere and Company, The

Department o Deense,

Deloitte and Touche, F5

Networks, Fidelity, GE

Healthcare, Google, Horace

Mann Companies, Iowa

State University, Johnson

& Johnson, Liespan,

Medtronic, NSTAR Electric

and Gas, NYC Department o

Education, Owens Corning,

Pzer, Pitney Bowes,

Raytheon, Scheppens

Eye Research Institute,

SKY Brasil, Southwest

Airlines, St. Jude Medical,

Sterling Jewelers, Target

Corporation, TD Bank, U.S.

Army, University o Maryland,

Verizon Wireless, and Warner

Bros. Entertainment


4/12

/ MORNING SESSION /

MANAGING THE TENSION BETWEEN CREATING

AND CLAIMING VALUE

In business, negotiation is a high transaction cost activity,

and the side that is most prepared nearly always has the

upper hand. This session provides a ramework or preparing

or and analyzing negotiations. You will examine the key

elements o negotiation:

Learn to clariy your interests and priorities, and then

estimate your counterparts interests. Which interests

are shared, and which are dierent?

Identiy the range o alternatives you are willing to

consider i your counterpart does not give consent.

Brainstorm possible agreements or concessions that

may creatively satisy both parties interests.

Establish legitimacy or your side. Research or create

standards, principles, and arguments that make an

agreement or a term eel more air and appropriate.

Draw up statements o what each party will or will not do.

Assess your relationship with your counterpart anddetermine i you can take steps to generate positive

emotions and avoid negative reactions.

Outline your communication strategy. What do you want

to learn rom them? What are you willing to share? What

is your agenda and how will you handle disagreements

or stalemates?

Identiy opportunities to capture and create value.

Do you understand the other partys interests and

goals? Cooperative behaviors acilitate value creation;

competitive behaviors do not.

Through case study and interactive discussions, you willexamine ways to structure the bargaining process to

accommodate joint problem solving, brainstorming, and

collaborative act-nding. You will learn how to evaluate

a best alternative to a negotiated agreement (BATNA),

create a zone o 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 or more productive negotiations.

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

/ AFTERNOON SESSION /

DIFFICULT TACTICS AND HOW TO DEAL WITH THEM

In this session, you will be introduced to a set o break-

through strategies or dealing with manipulative tactics,

stonewalling, obstructive behavior, and dirty tricks in

negotiation. Designed to enhance your skill in mutual gains

negotiation and increase your prociency in overcoming

hard bargainers and hard bargaining situations, this session

will help you:

Equip yoursel or difcult negotiations

Prepare to negotiate when you do not have much time

Neutralize threats, lies, and insults

Deal with someone who is more powerul than you

Handle power more constructively

Strengthen interpersonal relationships in business

Regain control o the negotiation

Locate and control your own tendencies in the ace

o conict

You will learn to recognize the most common manipulative

tactics used by difcult people along with strategies or

neutralizing their eects. Discover how to win, not by

deeating the other side, but by winning them over.

DAY 1:

UNDERSTANDING KEY NEGOTIATION CONCEPTS

This program provided enlightening strategies.

I look forward to implementing them!

Kim McManus, Human Resources Specialist, Department

o Navy (Washington, DC)


5/12

/ MORNING SESSION /

MANAGING THE TENSION BETWEEN EMPATHY

AND ASSERTIVENESS

Building on the earlier session that examined the tension

between creating and claiming value, this session ocuses

on active listening and how to manage the tension between

empathy and assertiveness. You will nd that:

Assertion is eectively expressing your own interests,

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 eectively deend their own

interests

A great negotiator is able to do both well

You will evaluate your personal tendencies in the ace o

conict and learn to manage your strengths and weaknesses

to become a more eective negotiator. The session will

include a ramework you can use to evaluate conict styles,

interactions, and implications.



BUILDING SUCCESSFUL RELATIONSHIPS

Negotiating better outcomes is contingent upon building

successul relationships. To be eective, executives

must learn to navigate personality dierences, diverse

agendas, and social pressures. Building on the earlier

sessions ramework, you will examine how positive working

relationships are vital to creating and implementing lasting

agreements. You will discover strategies or:

Creating a relationship through engagement (who are

we?), raming (what are we doing?), and norming (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 o the game

Understanding our own biases and tendencies

Proactively changing the game by how we play

Avoiding common pitalls and errors

Achieving negotiation success

By taking part in a series o negotiation simulations, you

will gain a better understanding o dierent negotiation and

decision-making strategiesenabling you to determine

which approach is most appropriate in a given situation.

The excellent curriculum and study of strategy and leadership across a variety of scenarios provided

me with a holistic approach to negotiation that I can apply, both personally and professionally.

Adam Thibodeau, General Manager, Employee Relations, Greater Toronto Airports Authority (Toronto, Canada)

DAY 2:

MANAGING INTERPERSONAL DYNAMICS


6/12

/ MORNING SESSION /

ORGANIZATIONAL OBSTACLES AND OTHER

COMPLICATING FACTORS

In managing internal and external negotiations, what can you

do to maximize the deal or both sideseven in the ace o

obstacles and barriers? What tools work best or managers

who need to shape agreements and inormal understandings

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

will discover strategies or anticipating and responding to

an array o complicating actorsrom multiple parties and

coalitions to cultural and value dierences. You will acquire

techniques or:

Responding to obstacles

- Learn to recognize key obstacles

- Adopt preparation guides and procedures

- Commit to value-creating moves

- Consider contingent agreements that take into

account dierent assumptions about the uture

- Create dispute handling procedures

Evaluating ve key obstacles to the mutualgains approach

- Insufcient investment by one or both sides

- Anxiety about committing to cooperative eorts

that can create value

- Difculty identiying and agreeing on objective

standards

- Failure to make agreements sel-enorcing

- Neglecting to anticipate predictable surprises

Addressing cultural dierences

Examining value dierences and determining when

they can be reconciled (and when they cannot)

Coping with value-based disputes



PUTTING IT ALL TOGETHER: APPLYING THE THEORY

TO YOUR REAL-WORLD NEGOTIATIONS

The nal session builds on your accumulated knowledge to

generate descriptive and prescriptive insights or negotiating

across a variety o competitive contexts. Through relevant

case studies, aculty will bring to lie dierent negotiation

problems and examine their real-world outcomes. You will

ocus on the most common psychological biases within

organizations and acquire best practices or creating

psychological saety within a group. As a result o your

participation, you will become a more eective decision

maker and negotiator over the long term. You will also be

better prepared to acquire support rom your organization

as you lead uture negotiations.

The knowledge and skills Ive gained areinvaluable. Im now better equipped for

future challenges.

Famodu Ayodeji, Branch Operations Manager,

Standard Chartered Bank (Lagos, Nigeria)

Experts in the art of negotiation, the

instructors did a great job of applying

their knowledge to real-world examples.

Christine Miller, Director o Operations,

American Eagle Outtters (Warrendale, Pennsylvania)

DAY 3:

ADDRESSING NEGOTIATION

COMPLEXITIES


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Lawrence E.

Susskind

Eileen Babbitt, Proessor o

International Conict Management

Practices at the Fletcher School o Lawand Diplomacy, Tuts University

Max Bazerman, Jesse Isidor Strauss

Proessor o Business Administration,

Harvard Business School

Iris Bohnet, Academic Dean and

Proessor o Public Policy, Harvard

Kennedy School; Director, Women

and Public Policy Program; Associate

Director, Harvard Decision Science

Robert C. Bordone, Thaddeus R. BealClinical Proessor o Law, Harvard

Law School; Director, the Harvard

Negotiation and Mediation Clinical

Program

Jared Curhan, Ford International

Career Development Proessor;

Associate Proessor o Organization

Studies, MIT Sloan School o

Management


Deepak Malhotra, Proessor o

Business Administration, Harvard

Business School

Brian S. Mandell, Director, Kennedy

School Negotiation Project; Senior

Lecturer in Public Policy, Harvard

Kennedy School

Robert H. Mnookin, Samuel Williston

Proessor o Law, Harvard Law School;

Chair, Program on Negotiation at

Harvard Law School

Bruce M. Patton, Co-ounder and

Distinguished Fellow o the HarvardNegotiation Project

Jeswald W. Salacuse, Henry J. Baker

Proessor o Law and ormer Dean,

Fletcher School o Law and Diplomacy,

Tuts University

James Sebenius, Vice Chair o

Practice-Focused Research, PON

Executive Committee; Gordon

Donaldson Proessor o Business

Administration, Harvard Business

School

PROGRAM ON NEGOTIATION

TEACHING TEAM

Eileen

Babbitt

Deepak

Malhotra

Daniel L. Shapiro, Assistant Proessor

o Psychology, Harvard Medical

School/McLean Hospital; Director,Harvard International Negotiation

Program; Associate Director, Harvard

Negotiation Project

Guhan Subramanian, Joseph Flom

Proessor o Law and Business, Harvard

Law School; Douglas Weaver Proessor

o Business Law, Harvard Business

School

Lawrence E. Susskind, Ford Proessor

o Urban and Environmental Planning,

The Massachusetts Institute o

Technology

Bill Ury, Senior Fellow o the Harvard

Negotiation Project

Michael A. Wheeler, Class o 1952

Proessor o Management Practice,

Harvard Business School; Editor,

Negotiation Journal

Max

Bazerman

Iris

Bohnet

Robert C.

Bordone

Jared

Curhan

Brian S.

Mandell

Robert H.

Mnookin

Bruce M.

Patton

Bill

Ury

Jeswald W.

Salacuse

James

Sebenius

Guhan

Subramanian

Michael A.

Wheeler

Daniel L.

Shapiro


8/12

APRIL 18, 2013

THE ODD COUPLE: CAPTURING THE POWER OF

REASON AND EMOTION IN YOUR NEGOTIATIONS

Negotiation involves your head and your gut. This innovative

course ocuses on both. It will equip you with essential

insights and tools to address rational and emotional

obstacles to negotiation success.

Whether settling a dispute, negotiating a deal, or resolving a

complicated problem, emotions and reason inevitably aectour success. Many o us get tripped up by cognitive biases,

walking away rom the negotiation table with less value than

we could have achieved. We may think we negotiated a good

agreementbut ail to recognize the errors and traps that

precluded us rom getting a better deal.

We also can get stuck in the emotional messiness o

negotiation. We may distrust the other party; eel they are

out to exploit us; or get so angry at them that were unwilling

to work out a deal. Perhaps worse, we ail to draw on the

power o positive emotions to improve our negotiation

success.

This new, one-day course will help you overcome these

obstacles. This course brings together two renowned

Harvard aculty with very dierent approaches to negotiation

one ocusing largely on cognitive biases, the other on

the power o emotions. Their combined perspectives will

provides you with a powerul, balanced set o tools to more

systematically address obstacles and opportunities in your

negotiations.

You will examine negotiation scenarios rom two specic

perspectivesa cognitive biases ramework and an

emotional core concerns ramework providing you with

a balanced perspective to more skillully reach success in

your negotiations. Through a combination o lectures, case

simulation, and interactive discussions, you will discover

proven strategies or overcoming rational and emotional

challenges at the bargaining table.


IN-DEPTH,

ONE-DAY SESSIONS

More specically you will:

Learn about common cognitive biases in negotiation

Gain insight into how to better evaluate your counterparts

perspectives and tendencies

Uncover common cognitive errors that many negotiators

make

Improve your ability to think rationally about the choice o

reaching an agreement versus an impasse Learn how to recognize individual limitations and biases

Examine ve core concerns that stimulate many

emotions that arise in negotiations

Gain an essential ramework or negotiating the emotional

challenges you ace every day

Learn ways to build a better working relationship with even

a tough counterpart

Identiy ways to check your personal biases, assumptions,

and emotions in order to achieve better agreements

Faculty

Max Bazerman, Jesse Isidor Strauss Proessor o BusinessAdministration, Harvard Business School, Co-author o

Negotiating Rationally.

Daniel L. Shapiro, Assistant Proessor o Psychology,

Harvard Medical School/McLean Hospital; Director, Harvard

International Negotiation Program; Associate Director,Harvard Negotiation Project; Co-author o Beyond Reason.

/ Every participant will receive a ree copy o Negotiating

Rationally and Beyond Reason. /


9/12

Resolving International Business Conicts

- Identiying the causes o international business conicts

- Renegotiating existing deals

- Using international mediation and conciliation

techniques

- Evaluating the utility and limits o international

arbitration

- Through a combination o lectures, hands-on exercises,

relevant case studies, and interactive discussions, you

will learn how to navigate each phase o international

negotiations. A popular eature o this program is

the opportunity or participants to share and receive

eedback on their own international negotiation

challenges and problems.

Faculty

Jeswald W. Salacuse, Henry J. Baker Proessor o Law and

ormer Dean, Fletcher School o Law and Diplomacy, Tuts

University

/ Every participant wil l receive a ree copy o The GlobalNegotiator: Making, Managing and Mending Deals Around the

World in the Twenty-First Century. /


MAY 23, 2013

NEGOTIATING INTERNATIONAL BUSINESS DEALS

This intensive, one-day course will teach you how to

overcome the unique challenges inherent to conducting

international business negotiations. You will learn how to

make protable international transactions, maintain solid

business relationships, and resolve cross-border conicts.

Through a series o global case studies, drawn rom real-

world examples, you will explore the critical steps or

eectively negotiating with oreign customers, partners,

and governments, and or crating international deals

that work.

This course will help you to acquire winning strategies to:

Strike international deals and protable agreements with

oreign partners, customers, or governments

Manage international deals and relationships that advance

the interests o all parties

Resolve conicts that arise in international business

relationships

The curriculum will focus on three core areas:

International Dealmaking

- Identiying and overcoming major barriers to

international dealmaking

- Resolving cultural and ideological dierences

- Negotiating with oreign governments and

bureaucracies

- Creating international joint ventures and strategic

alliances

International Deal Management

- Managing international deals ater you sign the contract

- Anticipating problems and conicts in international

relationships

- Handling sudden change and instability in international

deals

- Developing strategies and tools that reduce the risk o

conict


10/12


IN-DEPTH,ONE-DAY SESSIONS

continued...

JUNE 20, 2013

THE PRACTICAL ART OF IMPROVISING AN AGREEMENT

Its a act: negotiation cant be scripted. Thats true

whether youre negotiating a mega-deal or buying a used

car. Whatever the context you cant dictate what your

counterpart is going to do or say any more than youd let

them dominate you.

Successul negotiation thus requires strategic agility and

being nimble moment to moment, so you can adjust andadapt as the process unolds. Challenging the static model

o standard win-win and hardball approaches, Harvard

Business School proessor Michael Wheeler demonstrates

the practical art o improvising an agreement.

Negotiation is a two-way street, ater all. The actions we

take, the questions we pose, and the oers we make are the

signals that our counterparts respond to, but not always in

ways that we hope or expect. Our own interests and options

change, sometimes quickly and radically. Moreover, people

we deal with arent entirely predictable. We can make

educated guesses about whats important to them, but theythemselves may be uncertain about ends and means. And

what they tell us is oten ambiguous. Was that really their

nal oer or merely a blu?

Yet negotiators have to persist, even when inormation is

ambiguous, boundaries are hazy, and the scene is constantly

changing. In this engaging session, Michael Wheeler

illuminates real-world negotiation as a dynamic process

requiring openness, exibility, and the ability to improvise.

He draws critical lessons rom:

Master negotiators like diplomat George Mitchell, movie

and music producer Jerry Weintraub, and the artists

Christo and Jeanne-Claude

State-o-the-art theory in business strategy,

organizational behavior, and complexity science

Improvisational elds like jazz, military science, and chess

Sports in which exible thinking and quick decision-

making are required

His own research on peoples eelings about negotiation

By taking part in this innovative session, you will learn how to:

Transorm the uncertainty o negotiation into positive

advantage

Develop the necessary mindset and emotional balance to

thrive in a dynamic environment

Set goals, weigh trade-os, and sketch a Plan B in case o

unexpected obstacles

Make agreements that would otherwise slip through your

ngers

Create (and capture) greater value in the agreements you

do make

Reduce the cost o conict by putting out small res

beore they become dangerous blazes

FACULTY

Michael A. Wheeler, Class o 1952 Proessor o

Management Practice, Harvard Business School, Editor othe Negotiation Journal, and author o the upcoming book,

The Master Negotiator: The Practical Art of Improvising

Agreement.

/ Every participant will receive a ree copy o The Master

Negotiator: The Practical Art of Improvising Agreement. /


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WHO SHOULD ATTEND

Negotiation and Leadership attracts a diverse, global

audience rom both the private and public sectors.

Participants span a wide range o titles and industries.

This program is appropriate, although not limited to, to

individuals with the ollowing titles:

Chie Executive Ofcer

President

Board Chair or Board Member

Sergeant

Vice President

Commander

Executive Director

Director o Operations

Director o Human Resources

Director o Purchasing

Director o Sales

Director o Marketing

Director o Administration

Captain

Department Manager

Assistant Director

Major

Associate Vice President

Supervisor

FEES AND DATES

One day: Three days: Four days:

$1,597 $2,997 $3,997 save $597

Negotiation and Leadership

April 1517 | May 2022 | June 1719

With special, ocused one-day sessions:

April 18: The Odd Couple: Capturing The Power O Reason

And Emotion In Your Negotiations

May 23: Negotiating International Business Deals

June 20: The Practical Art o Improvising An Agreement

Save $597 when you attend both!

Team discount

Second and subsequent registrants rom the same

organization receive a $500 discount when attending

the same session.

VENUE

The Charles Hotel

Negotiation and Leadership is held at The Charles Hotel

in Cambridge, Massachusettsnext door to Harvards

Kennedy School o Government and just steps away rom

the universitys storied yard. A truly unique, independentluxury hotel, The Charles Hotel overlooks the Charles River in

Cambridges Harvard Square. Visit www.charleshotel.com

or more inormation.

To reserve your room, call 1-800-882-1818 or 1-617-864-1200

Spring room rate: $295 plus tax

Be sure to tell the hotel that you are with the Program on

Negotiation, or reserve your room online at www.charleshotel.

com and enter the corresponding attendee code or the

dates you wish to stay. You are encouraged to make your

reservation early as room rates are only valid until the cut-odate and are subject to availability.

April 1517 Program

Reserve by: March 18, 2013

Reservation code: APRILPON2013

May 2022 Program

Reserve by: April 22, 2013

Reservation code: MAYPON2013

June 1719 Program

Reserve by: May 20,2013

Reservation code: JUNEPON2013

FOUR EASY WAYS TO REGISTER

Online

Visit www.executive.pon.harvard.edu

Please be sure to enter the reservation code above.

By phone or Fax

Phone: Call 1-800-391-8629 between 9 a.m. and 5 p.m. ET,

any business day

Phone: Outside the U.S., please call +1-301-528-2676.

Fax: 1- 240-599-7679

By mail

Download the registration orm at

www.executive.pon.harvard.edu and send it to:

Program on Negotiation at Harvard Law School

Pound Hall 513

1563 Massachusetts Avenue

Cambridge, MA 02138

Fax: +1-240-599-7679


12/12

Program on Negotiation

at Harvard Law School

Pound Hall 513

1563 Massachusetts Avenue

Cambridge, MA 02138

T: 1-800-391-8629

F: 1-617-495-1416

E: [email protected]

To learn more or register, visit

www.executive.pon.harvard.edu

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