NEGOTIATION
AND MANAGERIAL
DECISION-MAKING
PORTFOLIO
NEGOTIATION AND MANAGERIAL DECISION MAKING
Changing markets. Evolving technologies. Emerging opportunities. In business, there are
many variables beyond your direct control, yet the most important factor that determines
success or failure is within your immediate reach. Executives and managers must be ready
to lead at the table—where deals are made, where partnerships are formed, and where
strategies are launched. Productive decision making is the direct result of acquired skills
and thoughtful preparation. Above all, it is the outcome of effective negotiation. The
port-folio of negotiation and managerial decision-making programs at Harvard Business School
(HBS) Executive Education applies the latest research and deep practical experience to the
art of business negotiation and decision making. From the cultivation of core interpersonal
skills to the mastery of sweeping multiparty agendas, each program immerses you in the
dynamics of real-life dealmaking. Your intuition will be tested. Your understanding will be
broadened. Most important, your fundamental abilities will be enhanced. Take a seat at
our table and become the effective decision maker you want to be.
The in-depth curricula are designed as related learning experiences, making it possible for senior executives to take advantage of both programs in either order.
TWO NEGOTIATION
AND MANAGERIAL
DECISION-MAKING
PROGRAMS
STRATEGIC NEGOTIATIONS:
DEALMAKING FOR THE LONG TERM
The primary focus of Strategic Negotiations is to provide vital tools for formulating a productive, sustainable approach to negotiation and dealmaking. Using simulations, videos, and field case studies, the program moves rapidly from core negotiation concepts and skills to versatile strategies for a series of complex negotiations involving multiple parties, issues, and agendas, as well as lengthy timeframes and financial analyses. You will become a sophisticated negotiator, capable of achieving interpersonal effectiveness at the table, engineering agreements to create value, and setting up the most promising negotiating situations away from the table.
In comparison with Changing the Game, Strategic Negotiations:
Develops the concepts and skills of complex negotiations in greater depth
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Focuses on the psychological aspect of negotiation in a more strategic context
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Incorporates traditional HBS negotiation case studies with greater business
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focus and detail in order to formulate its approach
CHANGING THE GAME:
NEGOTIATION AND COMPETITIVE DECISION MAKING
This program concentrates on refining managerial decision making to achieve better results in a variety of competitive environments. Using exercises, readings, and cases, Changing the Game takes a broad approach to encompass three related topics: the logic and psychology of effective individual decision making; interactive dealmaking among multiple parties, including the concepts of game theory; and the elements of effective negotiation. You will audit your current intuitive decision-making and negotiation strategies, identify alternative approaches, evaluate your own competitive decision-making problems, and create a personalized agenda for change. In response to growing global demand, this program is also offered in Europe and India.
In contrast to Strategic Negotiations, Changing the Game:
Covers a wider range of topics concerning decision making, bargaining,
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and related interactive situations
Places greater focus on cognition and the interpersonal process
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Uses a range of less detailed situations and examples, along with explicit
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attention to underlying theory, in order to highlight and develop concepts
Please visit www.exed.hbs.edu/programs/sn/ for complete curriculum details. Whether launching a new company or keep-
ing an established firm at the top, the world’s most influential business leaders also must serve as sophisticated negotiators. At every turn, they deal with skillful partners and competitors, investors and board members, customers and suppliers. Yesterday’s simplistic win/win–win/lose strategies are no longer effective. To gain control at today’s high-level bargaining table, business leaders must create and claim value on a sustainable basis.
STRATEGIC
NEGOTIATIONS:
DEALMAKING FOR
THE LONG TERM
DATES: January 25–30, 2009
PROGRAM FEE: $9,750
LOCATION: HBS Campus
Boston, MA U.S.
PROGRAM OBJECTIVES
Strategic Negotiations: Dealmaking for the Long Term focuses on powerful negotiating concepts and provides business leaders with vital bargaining tools. While examining cutting-edge research and extensive practical experience, you will explore a variety of cases across diverse industries and geographies. You will leave the program with innovative strategies and tech-niques that maximize your ability to add value to each and every dealmaking encounter.
CURRICULUM
The curriculum is based on the powerful strategy of “3D negotiation.” Key topics include:
Achieving greater dealmaking effectiveness, especially
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when confronting hard bargainers and negotiating across borders
Crafting deals that create maximum value for all
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parties on a long-term, sustainable basis
Productively managing the tension between creating
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value jointly and claiming value individually Advantageously changing the game by taking the
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initiative away from the table
Effectively handling complexities, such as synchronizing
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internal and external negotiations; dealing with multiple parties, issues, and agendas; and negotiating with evolving timeframes
Learning to bring together the right players at the right
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time, while dealing with the right set of issues
PARTICIPANT MIX
This program serves senior executives who face especially challenging negotiations, such as realigning corporate strategy, undertaking a sizeable deal, settling a major dispute, or juggling multiple constituencies. Since many high-level negotiations often involve complex financial analyses, participants must be familiar with basic finance and accounting, including present value calculations.
PROGRAM FACULTY
Faculty will be drawn from the following group: Brian J. Hall, Deepak Malhotra, James K. Sebenius, Guhan Subramanian, Andrew Wasynczuk, and Michael A. Wheeler.
How do you decide whether to sell or spin off a business? Acquire a complementary or competitive firm? Renegotiate supplier relationships? What can you do to improve your company’s decision-making competency? To capture maximum value today, executives must make the right decisions and negotiate skillfully. Since most business decisions involve other parties, managers must under-stand how their individual role relates to other decision makers and how to use this knowledge to create the strongest possible negotiating position.
PROGRAM OBJECTIVES
Changing the Game: Negotiation and Competitive Decision Making examines the core decision-making challenges that confront managers today. While exploring case discussions and negotiation simulations, you will audit your current intuitive decision-making and negotiation strategies and identify alternative approaches. You will leave the program with a personalized agenda for change that addresses both your goals and those of your organization.
CURRICULUM
The curriculum examines four major areas: auditing decision-making skills, understanding the core elements of negotiation, managing complex competitive environ-ments, and enhancing decision-making competencies across the organization. Key topics include:
Maximizing your mental acuity by learning the keys to
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more rational thinking and by identifying the barriers that keep you from optimal decision making
Realizing better outcomes by preparing more
appro-t
priately, thinking more clearly about the other parties involved, and making the right moves
Closing deals that create more value for all parties, while
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claiming the appropriate amount for your own side Using analytical decision-making approaches to craft
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both competitive and cooperative business strategies and to predict the outcomes of strategic interactions Testing and implementing new ideas that can improve
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decisions across the entire organization
Achieving better results across the vast array of
com-t
petitive environments that confront today’s executives
PARTICIPANT MIX
This program serves a highly diverse, qualified group of executives, and also is appropriate for those who have taken prior negotiation courses. Participants represent a wide range of business titles and functions, and often are employed in fast-moving, dynamic industries, such as tech- nology, consulting, investment banking, pharmaceutical, medical, and energy.
PROGRAM FACULTY
Faculty will be drawn from the following group: Gregory M. Barron, Max H. Bazerman,
Peter A. Coles, Jennifer S. Lerner, Deepak Malhotra, Sendhil Mullainathan, Guhan Subramanian, and Michael A. Wheeler.
CHANGING
THE GAME:
NEGOTIATION AND COMPETITIVE
DECISION MAKING
Please visit www.exed.hbs.edu/programs/dm/ for complete curriculum details.
INDIA
DATES: March 22–27, 2009
PROGRAM FEE: Rs. 3,38,000 plus service tax
BOSTON
DATES: March 29–April 3, 2009
November 1–6, 2009 PROGRAM FEE: $9,750
LOCATION: HBS Campus
Boston, MA U.S.
EUROPE
DATES: June 28–July 3, 2009
PERSPECTIVES
F RE S H
“As the chief financial officer of a fast-growing energy company, negotiation
is an important part of my daily life. Everything I learned during this program
is always very fresh in my mind. Since then, I can better judge myself and
the other parties before and during the negotiations. By using these powerful
negotiating skills and techniques, I can define my limits and borders before
I start to negotiate them.”
Ozlenen Aydin [Chief Financial Officer],
Enerjisa AS, Turkey
Bri an J . H al l Je nn ife r S . L er ne r D ee pa k M al ho tr a G re go ry M . B ar ro n M ax H . B az er m an P ete r A . C ole s Se nd hi l M ul la in at ha n Ja m es K . S eb en iu s G uh an S ub ra m an ia n A nd re w W as yn cz uk M ic hae l A . W he ele r
THE FACULTY
Harvard Business School Executive Education programs are developed and taught by a core faculty of HBS professors who are skilled educators, groundbreaking researchers, and award-winning authors. Faculty leverage their business expertise and field-based research to create new knowledge and enduring concepts that shape the practice of man-agement. The result is a teaching team that exposes participants to multiple perspectives, challenging their thinking
on many levels. Please visit www.exed.hbs.edu for more detailed biographies.
GREGORY M. BARRON, Assistant Professor of Business Administration. Member of the Negotiation, Organizations, and Markets Unit.
MAX H. BAZERMAN, Jesse Isidor Straus Professor of Business Administration. Member of the Negotiation, Organizations, and Markets Unit; and faculty chair of “Changing the Game: Negotiation and Competitive Decision Making.”
PETER A. COLES, Assistant Professor of Business Admin- istration. Member of the Negotiation, Organizations, and Markets Unit.
BRIAN J. HALL, Albert H. Gordon Professor of Business Administration. Head of the Negotiation, Organizations, and Markets Unit.
JENNIFER S. LERNER, Professor of Public Policy and Management, Harvard Kennedy School.
DEEPAK MALHOTRA, Associate Professor of Business Administration. Member of the Negotiation, Organizations, and Markets Unit.
SENDHIL MULLAINATHAN, Professor of Economics, Harvard University. Member of the Economics Department.
JAMES K. SEBENIUS, Gordon Donaldson Professor of Business Administration. Member of the Negotiation, Organizations, and Markets Unit; and faculty cochair of “Strategic Negotiations: Dealmaking for the Long Term.”
GUHAN SUBRAMANIAN, H. Douglas Weaver Professor of Business Law, Harvard Business School. Joseph Flom Professor of Law and Business, Harvard Law School. Member of the Negotiation, Organizations, and Markets Unit; and faculty chair of “Changing the Game: Negotiation and Competitive Decision Making— Europe.”
ANDREW WASYNCZUK, Senior Lecturer of Business Administration. Member of the Negotiation, Organizations, and Markets Unit.
MICHAEL A. WHEELER, MBA Class of 1952 Professor of Management Practice. Member of the Negotiation, Organizations, and Markets Unit; and faculty cochair of “Strategic Negotiations: Dealmaking for the Long Term.”
OUR TEACHING APPROACH
Pioneered by Harvard Business School faculty, the case study method is known as one of the most effective tools for teaching general management and leadership and for delivering practical, action-oriented knowledge. With a focus on timely global business challenges, each case study enables you to identify relevant issues, consider and evaluate possible solutions, and then apply this learning to your organization.
While the School’s hallmark case method is the foundation of our teaching approach, HBS also maximizes learning through a carefully integrated mix of lectures, small group discussions, presentations, and team-building exercises. Your learning experience is further enhanced by a wide range of the latest technology, including computer simulations, webcasts, videoconferencing, and other interactive media. In addition, your private room is equipped with a computer that provides full Internet capabilities and easy access to our program intranet for class schedules, assignments, and teaching materials, as well as participant and faculty biographies.
Our programs are taught by full-time Harvard Business School faculty, not by adjunct professors or consultants. As a result, you will have the opportu-nity to interact with recognized thought leaders who not only conducted the research, but also developed the cases, articles, and books that have redefined modern management practices.
To promote diversity and build a sense of community, you will be assigned to a living group that remains intact throughout the program. You will find yourself immersed in learning with a diverse group of international leaders whose global insights and perspectives will impact your thinking as much as your interactions with faculty. Unlike any other, our teaching approach provides the tools and knowledge for you to make more effective decisions and positively impact your company’s performance.
HOW WILL MY ORGANIZATION BENEFIT ?
Executive Education programs at Harvard Business School are a significant investment for both you and your organization. Going far beyond the basic transmission of skills and theories, each program provides applicable lessons in the classroom that can be implemented successfully within your organi- zation. You will acquire a fresh perspective on global business from our groundbreaking curriculum, the renowned HBS faculty, and an accomplished group of peers from around the world.
“This is a fantastic program that provides new learning experiences in a cross-cultural and
cross-functional group. Structuring the simulations from simple two-way to complex
multi-party negotiations was extremely useful. I immediately recognized the value in my first
successful negotiation following the program.”
Gerrard Terlouw [Head, Negotiations;
Business Development & Licensing, BU Infectious Diseases, Transplantation &
Immunology] , Novartis Pharma AG, Switzerland
CULTUR AL
ADMISSIONS
APPLICATION PROCESS
Please visit www.exed.hbs.edu for complete admission requirements and to apply online. You also can complete
the printed application and mail it to the address listed or fax it to +1-617-496-1731. Applications are requested at least four weeks before the program start date. Since qualified candidates are admitted on a rolling, space- available basis, early application is encouraged.
ADMISSION REQUIREMENTS
Admission is selective and based on professional achievement and organizational responsibility. No formal educational requirements apply, but proficiency in written and spoken English is essential. Executive Education programs enhance the leadership capacity of the managers enrolled as well as their organizations, and HBS expects full commitment from both. While participants devote time and intellect to the learning experience, sponsoring companies agree to assume fees, provide for reasonable expenses, and relieve individuals of their work responsibilities during the program.
PROGRAM FEE
The program fee covers tuition, books, case materials, accommodations, and most meals. Payment is due within 30 days of the invoice date. If admission is within 30 days prior to the start of the program, payment is due upon receipt of the invoice. Cancellation policies are outlined in the information provided to applicants upon admission.
FOR MORE INFORMATION, please contact our course consultants at:
Executive Education Programs Harvard Business School Soldiers Field
Boston, Massachusetts 02163-9986 U.S. Email: executive_education@hbs.edu
Telephone: 1-800-HBS-5577 (outside the U.S., dial +1-617-495-6555) Fax: +1-617-495-6999
NEGOTIATION AND MANAGERIAL DECISION-MAKING PORTFOLIO
STRATEGIC NEGOTIATIONS: JANUARY 25–30, 2009 DEALMAKING FOR THE LONG TERM
CHANGING THE GAME: NEGOTIATION AND MARCH 22–27, 2009 COMPETITIVE DECISION MAKING—INDIA
CHANGING THE GAME: NEGOTIATION MARCH 29–APRIL 3, 2009 AND COMPETITIVE DECISION MAKING NOVEMBER 1–6, 2009 CHANGING THE GAME: NEGOTIATION AND JUNE 28–JULY 3, 2009 COMPETITIVE DECISION MAKING—EUROPE
In accordance with Harvard University policy, Harvard Business School does not discriminate against any person on the basis of race, color, sex or sexual orientation, gender identity, religion, age, national or ethnic origin, political beliefs, veteran status, or disability in admission to, access to, treatment in, or employment in its programs and activities. The following person has been designated to handle inquiries regarding the nondiscrimination policies: Ms. Nancy DellaRocco, Harvard Business School, Soldiers Field, Boston, MA 02163-9986 U.S.
Programs, dates, fees, and faculty are subject to change. ©2008 President and Fellows of Harvard College.
