NEGOTIATION AND MANAGERIAL DECISION-MAKING PORTFOLIO

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1 NEGOTIATION AND MANAGERIAL DECISION-MAKING PORTFOLIO

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3 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 portfolio 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.

4 TWO NEGOTIATION AND MANAGERIAL DECISION-MAKING PROGRAMS 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.

5 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 Focuses on the psychological aspect of negotiation in a more strategic context Incorporates traditional HBS negotiation case studies with greater business 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, and related interactive situations Places greater focus on cognition and the interpersonal process Uses a range of less detailed situations and examples, along with explicit attention to underlying theory, in order to highlight and develop concepts Please visit for complete curriculum details.

6 STRATEGIC NEGOTIATIONS: DEALMAKING FOR THE LONG TERM DATES: January 25 30, 2009 PROGRAM FEE: $9,750 LOCATION: HBS Campus Boston, MA U.S. Whether launching a new company or keeping 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. 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 techniques 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 when confronting hard bargainers and negotiating across borders Crafting deals that create maximum value for all parties on a long-term, sustainable basis Productively managing the tension between creating value jointly and claiming value individually Advantageously changing the game by taking the initiative away from the table Effectively handling complexities, such as synchronizing 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 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. Please visit for complete curriculum details.

7 CHANGING THE GAME: NEGOTIATION AND COMPETITIVE DECISION MAKING 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 PROGRAM FEE: $9,750 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 understand 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 environments, and enhancing decision-making competencies across the organization. Key topics include: Maximizing your mental acuity by learning the keys to more rational thinking and by identifying the barriers that keep you from optimal decision making Realizing better outcomes by preparing more appropriately, thinking more clearly about the other parties involved, and making the right moves Closing deals that create more value for all parties, while claiming the appropriate amount for your own side Using analytical decision-making approaches to craft both competitive and cooperative business strategies and to predict the outcomes of strategic interactions Testing and implementing new ideas that can improve decisions across the entire organization Achieving better results across the vast array of competitive 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 technology, 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. Please visit for complete curriculum details.

8 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 F RE S H ERSPECTIVES

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10 Andrew Wasynczuk Michael A. Wheeler Sendhil Mullainathan James K. Sebenius Guhan Subramanian Brian J. Hall Jennifer S. Lerner Deepak Malhotra Gregory M. Barron Max H. Bazerman Peter A. Coles

11 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 management. The result is a teaching team that exposes participants to multiple perspectives, challenging their thinking on many levels. Please visit 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 Administration. 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.

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13 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 opportunity 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 organization. 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.

14 C R O S S ULTUR AL 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 multiparty 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

15 ADMISSIONS APPLICATION PROCESS Please visit 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 Applications are requested at least four weeks before the program start date. Since qualified candidates are admitted on a rolling, spaceavailable 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 U.S. executive_education@hbs.edu Telephone: HBS-5577 (outside the U.S., dial ) Fax: Or visit:

16 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 w w w. e x e d. h b s. e d u /c a t e g o r y/ n e g o t i a t i o n. h t m l 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 U.S. Programs, dates, fees, and faculty are subject to change President and Fellows of Harvard College.