Negotiation and Leadership Dealing with Difficult People and Problems

NEGOTIATION AND LEADERSHIP DEALING WITH DIFFICULT PEOPLE AND PROBLEMS

SEP 19–21, 2016 • OCT 24–26, 2016 • DEC 5–7, 2016 FALL 2016 The Charles Hotel, Cambridge, MA PROGRAMS Dear Executive:

I’ve 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 spring.

Sincerely,

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

Program on Negotiation at Harvard Law School: A university consortium dedicated to developing the theory and practice of negotiation and dispute resolution. | | RegisterHarvard online at MITwww.executive.pon.harvard.edu Tufts • 5 REASONS TO ATTEND NEGOTIATION AND LEADERSHIP NEGOTIATION AND LEADERSHIP SEP 19–21 • OCT 24–26 • DEC 5–7 Lead at the bargaining table 1 With in-depth, one-day sessions: There may not be a single mold from which all great leaders Sept 22: Negotiating the Non-Negotiable: are cast, but there is one quality they all share: the ability to Transforming Conflict into Opportunity negotiate. While some are born with it, most leaders hone their Oct: 27: Dealing with Difficult Conversations negotiation skills over time, through on-the-job experience. Dec 8: Getting to Yes with Yourself At the Program on Negotiation, we accelerate that process and focus on techniques that work in the corner office and at the bargaining table. ABOUT THE PROGRAM ON NEGOTIATION AT 2 Achieve better outcomes HARVARD LAW SCHOOL The strategies you learn over this three-day program Widely recognized as the will help you shape important deals, negotiate in uncertain preeminent leader in the field environments, improve working relationships, claim (and create) of negotiation and negotiation more value, and resolve seemingly intractable disputes. You’ll research, the Program on work through complex scenarios and learn problem-solving Negotiation is an interdisciplinary, multiuniversity research center tactics that you can apply to future negotiations. based at Harvard Law School. Our flagship program—recently renamed Negotiation and Leadership—has a long legacy of 3 Learn from the best effectiveness, over the past 30 years. 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 THE PREMIER PROGRAM ON BUSINESS NEGOTIATION how to become a more successful negotiator, deal with difficult At Negotiation and Leadership, you will test your beliefs people, and manage conflict. Their expert guidance will teach you and assumptions, overcome emotional and rational biases, how to leverage your strengths to achieve better results. examine complex negotiation scenarios, and discover a range Practice with confidence of competitive and cooperative negotiation strategies. 4 It’s not enough to listen to a lecture—our program includes In this acclaimed program, we compress 30 years of opportunities to work through negotiation scenarios. Alongside groundbreaking research into three thought-provoking days. a diverse group of executives from all over the world, you’ll test In sessions taught by our expert faculty, you’ll broaden your groundbreaking theories, practice new approaches, and put your understanding of negotiating concepts, acquire proven newfound knowledge into action, right then and there. You’ll leave negotiating techniques, and have the opportunity to put the program with a time-tested toolkit—one that works in both your learning into practice. theory and practice. This time- and road-tested curriculum has been utilized by Take a deeper dive the more than 35,000 executives who have participated in 5 Whether you want to figure out how to win at win-win Negotiation and Leadership. This fall, you can join their negotiation, learn how to “bargain with the devil,” or leverage ranks and acquire a framework for negotiation—equipping the power of negotiating with your emotion, extend your learning you to overcome barriers, manage conflict, and achieve better with one of our in-depth, one-day sessions. Each program is run outcomes at the bargaining table, every single time. only once per year—representing a great opportunity to take an in-depth look at a timely issue.

MORNING Managing the Tension Between AFTERNOON Difficult Tactics and How Creating and Claiming Value to Deal with Them

In business, negotiation is a high transaction cost activity, and In this session, you will be introduced to a set of breakthrough the side that is most prepared nearly always has the upper hand. strategies for dealing with manipulative tactics, stonewalling, This session provides a framework for preparing for and analyzing obstructive behavior, and dirty tricks in negotiation. Designed to negotiations. You will examine the key elements of negotiation: enhance your skill in mutual gains negotiation and increase your proficiency in overcoming hard bargainers and hard bargaining • Learn to clarify your interests and priorities, and then estimate situations, this session will help you: your counterpart’s interests. Which interests are shared, and which are different? • Equip yourself for difficult negotiations • Identify the range of alternatives you are willing to consider if • Prepare to negotiate when you do not have much time your counterpart does not give consent. • Neutralize threats, lies, and insults • Brainstorm possible agreements or concessions that may • Deal with someone who is more powerful than you creatively satisfy both parties’ interests. • Handle power more constructively • Establish legitimacy for your side. Research or create • Strengthen interpersonal relationships in business standards, principles, and arguments that make an agreement • Regain control of the negotiation or a term feel more fair and appropriate. • Identify and control your own tendencies in the face of conflict • Draw up statements of what each party will or will not do. You will learn to recognize the most common manipulative tactics • Assess your relationship with your counterpart and determine used by difficult people, along with strategies for neutralizing their if you can take steps to generate positive emotions and avoid effects. Discover how to succeed, not by defeating the other side, negative reactions. but by advocating persuasively for your own. • Outline your communication strategy. What do you want to learn from them? What are you willing to share? What is your agenda and how will you handle disagreements or stalemates? Previous participating companies include: • Identify opportunities to capture and create value. Do you -- 2014 FIFA World -- GlaxoSmithKline -- National Bank of understand the other party’s interests and goals? Cooperative Cup Organizing -- General Electric Canada behaviors facilitate value creation; competitive behaviors do not. Committee -- Google -- Saudi Royal Court -- American Express Through case study and interactive discussions, you will examine -- Harley Davidson -- Sherwin-Williams -- Chevron Motor Company -- Siemens ways to structure the bargaining process to accommodate joint Corporation -- Hess Corporation -- Southwest Airlines problem solving, brainstorming, and collaborative fact-finding. -- CISCO Systems -- Johnson & -- Starbucks You will learn how to evaluate a best alternative to a negotiated -- Coca-Cola Johnson -- Target agreement (BATNA), create a zone of possible agreement (ZOPA), -- Comcast -- Liberty Mutual Corporation and implement the mutual gains approach to negotiation. As a -- Department of Insurance -- TD Bank Defense -- Maersk result, you will be able to think more clearly, make smarter moves, -- TransCanada -- Ernst & Young -- Massachusetts Pipelines and set the stage for more productive negotiations. -- FedEx General Hospital -- U.S. Department -- Fidelity -- Melbourne of Navy Investments Business School -- Verizon Wireless -- French Ministry of -- Microsoft -- Wells Fargo Foreign Affairs -- NASA -- World Bank

AFTERNOON Building Successful Relationships

Negotiating better outcomes is contingent upon building successful relationships. To be effective, executives must learn to navigate personality differences, diverse agendas, and social pressures. Building on the earlier session’s framework, you will examine how positive working relationships are vital to creating and implementing lasting 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 MORNING Managing the Tension Between • Understanding our own biases and tendencies Empathy and Assertiveness • Proactively changing the game by how we play Building on the earlier session that examined the tension between • Avoiding common pitfalls and errors creating and claiming value, this session focuses on active • Achieving negotiation success listening and how to manage the tension between empathy By taking part in negotiation simulations, you will gain a better and assertiveness. You will find that: understanding of different negotiation and decision-making • Assertiveness is effectively expressing your own interests, strategies—enabling you to determine which approach is most needs, and perspectives to the other party. appropriate in a given situation. • Empathy is expressing to the other party their interests, needs, and perspectives. • Active listening is key. “The negotiation framework that I learned • Many times, negotiators are poor listeners; other times, negotiators are not able to effectively defend their own interests. had a profound impact on my operational • A great negotiator is able to do both well. DNA and I confidently endorse this You will evaluate your personal tendencies in the face of conflict program for those seeking a world-class and learn to manage your strengths and weaknesses to become negotiation framework from a University a more effective negotiator. The session will include a framework you can use to evaluate how different conflict styles can impact with best-in-class professors and the a negotiation. opportunity to engage and learn with participants with a range of global experiences.” Caswell Saunders, Senior Global Program Manager, Motorola Mobility

MORNING Organizational Obstacles and Other AFTERNOON Putting It All Together: Applying Complicating Factors the Theory to Your Real-World

In managing internal and external negotiations, what can you do Negotiations to maximize the deal for both sides—even in the face of obstacles The final session builds on your accumulated knowledge to and barriers? What tools work best for managers who need to generate descriptive and prescriptive insights for negotiating shape agreements and informal understandings within a complex across a variety of competitive contexts. Through relevant case web of relationships? In this session, you will discover strategies studies, faculty will bring to life different negotiation problems and for anticipating and responding to an array of complicating examine their real-world outcomes. You will focus on the most factors—from multiple parties and coalitions to cultural and value common psychological biases within organizations and acquire differences. You will acquire techniques for: best practices for creating psychological safety within a group. As a result of your participation, you will become a more effective • Responding to obstacles decision maker and negotiator over the long term. You will also be -- Learn to recognize key obstacles better prepared to acquire support from your organization as you -- Adopt preparation guides and procedures 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

“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

Max Bazerman, Jesse Isidor Strauss Kessely Hong, Lecturer in Public Policy, Daniel L. Shapiro, Associate Professor Professor of Business Administration, Harvard Kennedy School of Psychology, Harvard Medical Harvard Business School; Co-director, School/McLean Hospital; Director, Brian S. Mandell, Director, Kennedy Center for Public Leadership, Harvard Harvard International Negotiation School Negotiation Project; Senior Kennedy School Program; Associate Director, Harvard Lecturer in Public Policy, Harvard Negotiation Project Gabriella Blum, Rita E. Hauser Professor Kennedy School of Human Rights and International Douglas Stone, Managing Partner, Robert H. Mnookin, Samuel Williston Humanitarian Law, Harvard Law School; Triad Consulting Group; Lecturer, Professor of Law, Harvard Law School; Co-director of the HLS-Brookings Project Harvard Law School Chair, Program on Negotiation at Harvard on Law and Security Law School Guhan Subramanian, Joseph Flom Robert C. Bordone, Thaddeus R. Beal Professor of Law and Business, Bruce M. Patton, Co-founder and Clinical Professor of Law, Harvard Law Harvard Law School; Douglas Weaver Distinguished Fellow of the Harvard School; Director, the Harvard Negotiation Professor of Business Law, Harvard Negotiation Project and Mediation Clinical Program Business School Jeswald W. Salacuse, Henry J. Braker Jared Curhan, Ford International Career Lawrence E. Susskind, Ford Professor of Professor of Law and former Dean, Development Professor; Associate Urban and Environmental Planning, The Fletcher School of Law and Diplomacy, Professor of Organization Studies, MIT Massachusetts Institute of Technology Tufts University Sloan School of Management William Ury, Senior Fellow of the Harvard James Sebenius, Gordon Donaldson Francesca Gino, Professor of Business Negotiation Project Professor of Business Administration, Administration, Negotiation & Markets Harvard Business School; Director, Michael A. Wheeler, Class of 1952 Unit of Harvard Business School Harvard Negotiation Project Professor of Management Practice, Sheila Heen, Founder of Triad Consulting Harvard Business School; Editor, Group and lecturer at Harvard Law School Negotiation Journal

Max Gabriella Robert C. Jared Francesca Sheila Kessely Brian S. Robert H. Bazerman Blum Bordone Curhan Gino Heen Hong Mandell Mnookin

Bruce M. Jeswald W. James Daniel L. Douglas Guhan Lawrence E. William Michael A. Patton Salacuse Sebenius Shapiro Stone Subramanian Susskind Ury Wheeler

SEPTEMBER 22, 2016 Negotiating the Nonnegotiable: Transforming Conflict into Opportunity

Conflict can be a huge drain on organizational success— hindering productivity, innovation, and morale. Even if we apply conventional tools of negotiation, the same problematic dynamics often reemerge at work and at home, creating a dangerous cycle of anger and frustration that threatens our relationships and the bottom line. So how can we turn conflict from a net loss into an opportunity for mutual gain?

Recent psychological research offers crucial insights. Whether it’s a squabble between co-workers or a contractual conflict between businesses, there are a small set of hidden emotional dynamics that have a substantial impact on your business success. In fact, even a situation that begins collaboratively can quickly escalate into a combative “me versus you” disagreement—a phenomenon world-renowned negotiation expert Daniel Shapiro refers to as the Through in-depth lectures, discussion groups, and interactive Tribes Effect. exercises, you’ll acquire a deeper understanding of these lures— and learn how to overcome them, whether in business or in life. In this one-day course, you’ll gain a groundbreaking, practical With this new set of tools and frameworks, you’ll be better able method to reconcile your most contentious personal and to resolve conflict, build stronger relationships, and address the professional relationships and untangle your toughest conflicts. challenges of negotiating in our interconnected world. Specifically, you’ll discover how to convert a divisive mindset into a communal mindset by overcoming what Professor Shapiro has Faculty dubbed the “Five Lures of the Tribal Mind”: Daniel L. Shapiro, Associate Professor of Psychology, Harvard 1. Vertigo—An emotional state in which you become consumed Medical School/McLean Hospital; Founding Director, Harvard by a business or personal conflict and lose sense of the bigger International Negotiation Program; Associate Director, Harvard picture. Negotiation Project; author of Negotiating the Nonnegotiable: How 2. Repetition Compulsion—The tendency to repeat the same to Resolve Your Most Emotionally Charged Conflicts and Beyond dysfunctional patterns of conflict within your organization. Reason: Using Emotions as You Negotiate (with Roger Fisher). 3. Taboos—Organizational customs that prohibit you from discussing core issues in the conflict, severely curtailing Every participant will receive a free copy resolution. of Negotiating the Nonnegotiable. 4. Assault on the Sacred—An attack on your most cherished organizational or personal values, triggering a strong emotional response. 5. Identity Politics—The manipulation of your identity by someone else for their own political gain.

OCTOBER 27, 2016 Difficult Conversations

Whether you’re dealing with a challenging customer, a difficult Faculty supplier, an unhappy employee, an unreasonable official, or a Bruce M. Patton is Co-Founder and Distinguished Fellow of the demanding boss, we all have conversations we anticipate with Harvard Negotiation Project. A pioneer in teaching negotiation dread. Gain the strategies, tools, and frameworks you need to at Harvard Law School, where he has taught since 1981, Patton manage difficult conversations effectively in this one-day program is also a founder and partner of Vantage Partners, LLC, an led by negotiation experts Bruce Patton and Douglas Stone. international consulting firm. He is co-author with Roger Fisher and William Ury of the seminal bestseller Getting to YES, and with From the boardroom to the factory floor, your ability to manage Douglas Stone and Sheila Heen of Difficult Conversations. Patton difficult conversations is key to your effectiveness. Leveraging has been involved in managing numerous international conflicts, more than 30 years of research from the Harvard Negotiation and advises many of the world’s largest corporations. Project, Patton and Stone will help you: Douglas Stone is a lecturer at Harvard Law School and has • Understand why some conversations are so challenging— taught the art of negotiation around the world. As a Managing and what you can do about it Partner at Triad Consulting Group, he has advised a wide range • Prevent serious disagreements from crippling your organization of organizations including Fidelity, Honda, HP, and IBM. Stone • Overcome difficult tactics and effectively respond to emotions is co-author, along with Bruce Patton and Sheila Heen, of (both yours and others’) The New York Times Business Bestseller Difficult Conversations: • Gain strategies to foster successful relationships How to Discuss What Matters Most, and with Heen of the • Enhance your fundamental listening skills acclaimed Thanks for the Feedback. • Bridge the gulf of real differences in what people believe and feel • Strengthen your leadership by confronting adversity with aplomb • Keep your team moving forward and on target

Incorporating interactive exercises, coaching, feedback, and on-the-spot experimentation, this program shows you how to Every participant will receive a internalize effective strategies and execute them to achieve free copy of Difficult Conversations. productive conversations and the results you want.

“There are very few courses where you get more than what you expected in terms of learning and exposure. This course is definitely one of them. Must-do for dealmakers and negotiators alike.” Ricky Baharwal, Contracts & Procurement Specialist, Shell Australia

“Fully engaging…the days flew by and there was no waste of time. Great location and great food! The professors make the program extraordinarily educational and entertaining at the same time.” Matt Nardby, Senior Manager, Broadcast & Entertainment Communications, NASCAR

DECEMBER 8, 2016 Getting to Yes with Yourself

What’s the greatest obstacle to successful agreements and 6. Give and Receive. How can you create a cooperative dynamic? satisfying relationships? It’s natural to fall into a win-lose trap and focus only on meeting your needs. In the final step, discover how to change the game The unexpected truth is that often we are. to a win-win-win approach. In this one-day program led by William L. Ury, co-founder of the By taking part in small group discussions and exercises and Program on Negotiation and author of the new book Getting to examining a broad array of case study examples drawn from Yes with Yourself (and Other Worthy Opponents), you’ll discover real-life situations, you will absorb the inner yes method by putting how to uncover and overcome the psychological obstacles that it to work in real-time. By getting to “yes” with yourself, you’ll be are keeping you from getting to the “yeses” you want. better equipped to reach positive agreements, develop healthy Leveraging his experience in mediating boardroom battles, labor relationships, and advance your professional goals. strikes, and civil wars, Ury will share the valuable lessons he has learned about the most important negotiation we will ever Faculty conduct: the one with ourselves. During this highly interactive William L. Ury has served as a negotiation adviser and mediator program, Ury will unpack the six fundamental steps of the inner in conflicts ranging from corporate mergers to ethnic wars in the yes method that can help us get to yes with others: Middle East. Co-founder of Harvard’s Program on Negotiation and 1. Put Yourself in Your Shoes. What do you really want? Learn Senior Fellow of the Harvard Negotiation Project, Dr. Ury is one of to recognize natural reactions that go contrary to your real the world’s leading experts on negotiation. He is also the author interests. Explore how to figure out what you really want by of The Power of a Positive No: How to Say No & Still Get to Yes listening for your underlying needs, just as you would with a and co-author (with Roger Fisher) of Getting to Yes: Negotiating valued client. Agreement Without Giving In, an eight-million-copy bestseller translated into over thirty languages. 2. Develop Your Inner BATNA. Where does power come from? It’s all too common in conflict situations to get bogged down in the blame game and to give away your power unintentionally. Learn to take back your power by taking the driver’s seat. Learn to strengthen your inner best alternative to a negotiated Every participant will receive a free copy agreement in order to strengthen your outer BATNA. of Getting to Yes with Yourself (and Other 3. Reframe Your Picture. How can you change the game? Learn Worthy Opponents). to examine your assumptions about scarcity and sufficiency. Create the right mindset for getting to creative solutions. 4. Stay in the Zone. How can you achieve peak performance in your negotiations? In the midst of a conflict, it’s easy to get lost in resentment about the past or anxiety about the future. Gain the tools you need to stay in the present moment—the only place where you can change the situation for the better. 5. Respect Them Even If. How can you break the destructive cycle of conflict? It’s so tempting to meet a personal attack with an equally stringent attack of your own. Improve your ability to deal with difficult people.

Register online at www.executive.pon.harvard.edu • 8 “It was a very enriching program with elite faculty, excellent classroom exercises, and diverse peers. The materials were easy to manage, information was easy to digest, and I was able to apply the information immediately at work. Totally worth it!” Rohoam Aguirre, EVP/COO, Virtus Renall Solutions Network

WHO SHOULD ATTEND FEES AND DATES To reserve your room, call Negotiation and Leadership attracts a One day: $1,750 each 1-800-882-1818 or 1-617-864-1200 diverse, global audience from both the Three days: $3,497 Booking hours are M–F, 8am to 7 pm EST private and public sectors. Participants Four days: $4,497 – save $750 and Saturday 9 am to 4 pm EST span a wide range of titles and industries. Negotiation and Leadership Fall room rate: $339 plus tax This program is appropriate, although not September 19–21 Be sure to tell the hotel that you are with limited to, individuals with the following October 24–26 the Program on Negotiation. You are titles: December 5–7 encouraged to make your reservation • Chief Executive Officer With special, focused one-day sessions: early as room rates are only valid until • President September 22: Negotiating the the cut-off date and are subject • Board Chair or Board Member Non-Negotiable: Transforming Conflict to availability. • Sergeant into Opportunity September Program • Vice President October 27: Dealing with Difficult Reserve by: August 19, 2016 • Commander Conversations October Program • Executive Director December 8: Saying Yes to Yourself • Director of Operations Reserve by: September 23, 2016 Save $750 when you attend both the • Director of Human Resources December Program three day and the one day! • Director of Purchasing Reserve by: November 4, 2016 • Director of Sales Team discount: Second and subsequent • Director of Marketing registrations from the same organization • Director of Administration receive a $500 discount when attending • Captain the same session. • Department Manager • Assistant Director VENUE • Major Negotiation and • Associate Vice President Leadership is held at • Supervisor The Charles Hotel in Cambridge, Massachusetts—next door TWO EASY WAYS TO REGISTER to the Harvard Kennedy School and just Online steps away from the University’s storied Visit www.executive.pon.harvard.edu yard. A unique, independent luxury hotel,

By phone The Charles Hotel overlooks Call 1-800-391-8629 between 9 a.m. the Charles River in Cambridge’s Harvard and 5 p.m. ET, any business day. Square. Visit www.charleshotel.com for Outside the U.S., please call more information. +1-301-528-2676

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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

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