NEGOTIATION AND LEADERSHIPDEALING WITH DIFFICULT PEOPLE AND PROBLEMSFall 2015 Three-Day Seminars:
SEP 28–30 • OCT 26–28 • DEC 7–9
The Charles Hotel, Cambridge, MA
FALL 2015PROGRAMS
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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 fall.
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. Harvard | MIT | Tufts
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NEGOTIATION AND LEADERSHIPSEP 28–30 • OCT 26–28 • DEC 7–9
With in-depth, one-day sessions:
October 1: Practical Lessons from Great Negotiators
October 29: Difficult Conversations
December 10: Getting to Yes with Yourself New!
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 Leadership—has 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, you’ll 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 35,000 executives who have participated in
Negotiation and Leadership. This fall, you can join their
ranks and acquire a framework for negotiation—equipping
you to overcome barriers, manage conflict, and achieve better
outcomes at the bargaining table, every single time.
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.
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. You’ll
work through complex scenarios and learn problem-solving
tactics that you can apply to future negotiations.
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.
Practice with confidence
It’s not enough to listen to a lecture—our program includes
opportunities to work through negotiation scenarios. Alongside
a diverse group of executives from all over the world, you’ll test
groundbreaking theories, practice new approaches, and put your
newfound knowledge into action, right then and there. You’ll leave
the program with a time-tested toolkit—one that works in both
theory and practice.
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 year—representing a great opportunity to take an
in-depth look at a timely issue.
REASONS TO ATTEND NEGOTIATION AND LEADERSHIP
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Day 1:Understanding Key Negotiation Concepts
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 framework for preparing for and analyzing
negotiations. You will examine the key elements of negotiation:
• Learn to clarify your interests and priorities, and then estimate
your counterpart’s interests. Which interests are shared, and
which are different?
• 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 is your
agenda and how will you handle disagreements or stalemates?
• Identify opportunities to capture and create value. Do you
understand the other party’s interests and goals? Cooperative
behaviors facilitate value creation; competitive behaviors do not.
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.
Difficult Tactics and How to Deal with Them
In this session, you will be introduced to a set of breakthrough
strategies for dealing with manipulative tactics, stonewalling,
obstructive behavior, and dirty tricks in negotiation. Designed to
enhance your skill in mutual gains negotiation and increase your
proficiency in overcoming hard bargainers and hard bargaining
situations, this session will help you:
• Equip yourself for difficult negotiations
• Prepare to negotiate when you do not have much time
• 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.
MORNING AFTERNOON
Previous participating companies include:
- 2014 FIFA World Cup Organizing Committee
- American Express - Chevron
Corporation - CISCO Systems - Coca-Cola - Comcast - Department of
Defense - Ernst & Young - FedEx - Fidelity
Investments - French Ministry of
Foreign Affairs
- GlaxoSmithKline - General Electric - Google - Harley Davidson
Motor Company - Hess Corporation - Johnson &
Johnson - Liberty Mutual
Insurance - Maersk - Massachusetts
General Hospital - Melbourne
Business School - Microsoft - NASA
- National Bank of Canada
- Saudi Royal Court - Sherwin-Williams - Siemens - Southwest Airlines - Starbucks - Target
Corporation - TD Bank - TransCanada
Pipelines - U.S. Department
of Navy - Verizon Wireless - Wells Fargo - World Bank
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Day 2:Managing Interpersonal Dynamics
“The negotiation framework that I learned had a profound impact on my operational DNA and I confidently endorse this program for those seeking a world-class negotiation framework from a University with best-in-class professors and the opportunity to engage and learn with participants with a range of global experiences.”Caswell Saunders, Senior Global Program Manager,
Motorola Mobility
Managing the Tension Between Empathy and Assertiveness
Building on the earlier session that examined the tension between
creating and claiming value, this session focuses on active
listening and how to manage the tension between empathy
and assertiveness. You will find that:
• Assertiveness is effectively 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 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.
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
• 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 decision-making
strategies—enabling you to determine which approach is most
appropriate in a given situation.
MORNING
AFTERNOON
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“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
Organizational Obstacles and Other Complicating Factors
In managing internal and external negotiations, what can you do
to maximize the deal for both sides—even in the face of obstacles
and barriers? What tools work best for managers who need to
shape agreements and informal understandings within a complex
web of relationships? In this session, you will discover strategies
for anticipating and responding to an array of complicating
factors—from multiple parties and coalitions to cultural and value
differences. You will acquire techniques for:
• 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
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
Putting It All Together: Applying the Theory to Your Real-World Negotiations
The final session builds on your accumulated knowledge to
generate descriptive and prescriptive insights for negotiating
across a variety of competitive contexts. Through relevant case
studies, faculty will bring to life different negotiation problems and
examine their real-world outcomes. You will focus on the most
common psychological biases within organizations and acquire
best practices for creating psychological safety within a group.
As a result of your participation, you will become a more effective
decision maker and negotiator over the long term. You will also be
better prepared to acquire support from your organization as you
lead future negotiations.
Day 3:Addressing Negotiation Complexities
MORNING AFTERNOON
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PROGRAM ON NEGOTIATION
Teaching Team
Hannah Riley Bowles
Deepak Malhotra
Max Bazerman
Gabriella Blum
Iris Bohnet
Robert C. Bordone
Jared Curhan
Brian S. Mandell
Max Bazerman, Jesse Isidor Strauss
Professor of Business Administration,
Harvard Business School; Co-director,
Center for Public Leadership, Harvard
Kennedy School
Iris Bohnet, Academic Dean and
Professor of Public Policy, Harvard
Kennedy School; Director, Women and
Public Policy Program; Associate Director,
Harvard Decision Science
Hannah Riley Bowles, Senior Lecturer,
Center for Public Leadership, Harvard
Kennedy School; Research Director,
Women and Public Policy Program,
Harvard Kennedy School
Gabriella Blum, Rita E. Hauser Professor
of Human Rights and International
Humanitarian Law, Harvard Law School;
Co-director of the HLS-Brookings Project
on Law and Security
Robert C. Bordone, Thaddeus R. Beal
Clinical Professor of Law, Harvard Law
School; Director, the Harvard Negotiation
and Mediation Clinical Program
Jared Curhan, Ford International Career
Development Professor; Associate
Professor of Organization Studies, MIT
Sloan School of Management
Francesca Gino, Professor of Business
Administration, Negotiation & Markets
Unit of Harvard Business School.
Deepak Malhotra, Professor of 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
Professor of Law, Harvard Law School;
Chair, Program on Negotiation at Harvard
Law School
Bruce M. Patton, Co-founder and
Distinguished Fellow of the Harvard
Negotiation Project
Jeswald W. Salacuse, Henry J. Braker
Professor of Law and former Dean,
Fletcher School of Law and Diplomacy,
Tufts University
James Sebenius, Gordon Donaldson
Professor of Business Administration,
Harvard Business School; Director,
Harvard Negotiation Project
Daniel L. Shapiro, Associate Professor
of Psychology, Harvard Medical
School/McLean Hospital; Director,
Harvard International Negotiation
Program; Associate Director, Harvard
Negotiation Project
Douglas Stone, Managing Partner,
Triad Consulting Group; Lecturer,
Harvard Law School
Guhan Subramanian, Joseph Flom
Professor of Law and Business,
Harvard Law School; Douglas Weaver
Professor of Business Law, Harvard
Business School
Lawrence E. Susskind, Ford Professor of
Urban and Environmental Planning, The
Massachusetts Institute of Technology
William Ury, Senior Fellow of the Harvard
Negotiation Project
Michael A. Wheeler, Class of 1952
Professor of Management Practice,
Harvard Business School; Editor,
Negotiation Journal
Francesca Gino
Robert H. Mnookin
Douglas Stone
Lawrence E. Susskind
Bruce M. Patton
William Ury
Jeswald W. Salacuse
James Sebenius
Guhan Subramanian
Daniel L. Shapiro
Michael A. Wheeler
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“I really enjoyed the composition of the faculty members with their different specializations, different styles, but always in the ‘Getting to Yes’ spirit.”Richard Ettl, CEO, SKYCELL AG
OCTOBER 1, 2015
Practical Lessons from Great Negotiators
How did Bruce Wasserstein, former Chairman and CEO of Lazard
and one of the most successful dealmakers of all time, negotiate
more than a thousand transactions worth hundreds of billions of
dollars?
How did artists Christo and Jean-Claude overcome the objections
of four mayors, as well as numerous boards and New York City
residents, to pull off one of the greatest public (and controversial)
art installations of all time throughout Central Park?
How did Finnish President Martti Ahtisaari’s negotiation efforts
lead to Kosovo’s independence and help end a decades-long,
bloody conflict?
Eleven times, the Program on Negotiation has bestowed “The
Great Negotiator Award” on an individual who has successfully
negotiated against great odds to accomplish a worthy goal. In this
fascinating one-day session, you will have the rare opportunity to
explore how these award recipients negotiated to overcome some
of their most formidable challenges.
Using the 3D framework as a lens, you will examine the setup, deal
design, and tactics used by a number of renowned negotiators.
Exploring in-depth a select subset of Harvard’s Great Negotiators,
you will draw on the experiences of George Mitchell, former
Majority Leader for the U.S. Senate; Charlene Barshefsky, former
special trade representative; Lakhdar Brahimi, former special
representative of Secretary General of Afghanistan; Richard
Holbrooke, former ambassador; Stuart Eizenstat, former Deputy
Secretary of the Treasury; and Sadako Ogata, former U.N. High
Commissioner for Refugees.
Featuring an engaging stop-action format, video footage, and
gripping real-world stories, this session will prompt you to
examine your own approaches to negotiation. By comparing and
contrasting the strategies used by great negotiators, you will
derive practical lessons and proven concepts that can be applied
to your own personal negotiation challenges.
You will:
• Learn to diagnose barriers and craft strategies for overcoming
them
• Examine away-from-the-table moves for optimally setting up
your at-the-table moves
• Glean remarkable lessons about creative deal design
• Acquire persuasive and problem-solving tactics
Faculty
James K. Sebenius specializes in analyzing and advising on
complex negotiations. At the Program on Negotiation, he is
the Director of the Harvard Negotiation Project, a co-chair of
the Great Negotiator Award Committee, and the co-founder/
director of the Negotiation Roundtable. He also holds the Gordon
Donaldson Professorship of Business Administration at Harvard
Business School. In his capacity as the founder and principal of
Lax Sebenius: The Negotiation Group LLC, Professor Sebenius
has advised many top corporations like American Express, AT&T,
and Time Warner.
IN-DEPTH ONE-DAY SESSION
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“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
Whether you’re dealing with a challenging customer, a difficult
supplier, an unhappy employee, an unreasonable official, or a
demanding boss, we all have conversations we anticipate with
dread. Gain the strategies, tools, and frameworks you need to
manage difficult conversations effectively in this one-day program
led by negotiation experts Bruce Patton and Douglas Stone.
From the boardroom to the factory floor, your ability to manage
difficult conversations is key to your effectiveness. Leveraging
more than 30 years of research from the Harvard Negotiation
Project, Patton and Stone will help you:
• Understand why some conversations are so challenging—
and what you can do about it
• Prevent serious disagreements from crippling your organization
• Overcome difficult tactics and effectively respond to emotions
(both yours and others’)
• Gain strategies to foster successful relationships
• Enhance your fundamental listening skills
• 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
internalize effective strategies and execute them to achieve
productive conversations and the results you want.
Faculty
Bruce M. Patton is Co-Founder and Distinguished Fellow of the
Harvard Negotiation Project. A pioneer in teaching negotiation
at Harvard Law School, where he has taught since 1981, Patton
is also a founder and partner of Vantage Partners, LLC, an
international consulting firm. He is co-author with Roger Fisher
and William Ury of the seminal bestseller Getting to YES, and with
Douglas Stone and Sheila Heen of Difficult Conversations. Patton
has been involved in managing numerous international conflicts,
and advises many of the world’s largest corporations.
Douglas Stone is a lecturer at Harvard Law School and has
taught the art of negotiation around the world. As a Managing
Partner at Triad Consulting Group, he has advised a wide range
of organizations including Fidelity, Honda, HP, and IBM. Stone
is co-author, along with Bruce Patton and Sheila Heen, of
The New York Times Business Bestseller Difficult Conversations:
How to Discuss What Matters Most, and with Heen of the
acclaimed Thanks for the Feedback.
OCTOBER 29, 2015
Difficult Conversations
IN-DEPTH ONE-DAY SESSION
Every participant will receive a
free copy of Difficult Conversations.
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What’s the greatest obstacle to successful agreements and
satisfying relationships?
The unexpected truth is that often we are.
In this new, one-day program led by William L. Ury, co-founder of
the Program on Negotiation and author of the new book Getting
to Yes with Yourself (and Other Worthy Opponents), you’ll discover
how to uncover and overcome the psychological obstacles that
are keeping you from getting to the “yeses” you want.
Leveraging his experience in mediating boardroom battles, labor
strikes, and civil wars, Ury will share the valuable lessons he
has learned about the most important negotiation we will ever
conduct: the one with ourselves. During this highly interactive
program, Ury will unpack the six fundamental steps of the inner
yes method that can help us get to yes with others:
1. Put Yourself in Your Shoes. What do you really want? Learn
to recognize natural reactions that go contrary to your real
interests. Explore how to figure out what you really want by
listening for your underlying needs, just as you would with a
valued client.
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
agreement in order to strengthen your outer BATNA.
3. Reframe Your Picture. How can you change the game? Learn
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.
6. Give and Receive. How can you create a cooperative dynamic?
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
to a win-win-win approach.
By taking part in small group discussions and exercises and
examining a broad array of case study examples drawn from
real-life situations, you will absorb the inner yes method by putting
it to work in real-time. By getting to “yes” with yourself, you’ll be
better equipped to reach positive agreements, develop healthy
relationships, and advance your professional goals.
Faculty
William L. Ury has served as a negotiation adviser and mediator
in conflicts ranging from corporate mergers to ethnic wars in the
Middle East. Co-founder of Harvard’s Program on Negotiation and
Senior Fellow of the Harvard Negotiation Project, Dr. Ury is one of
the world’s leading experts on negotiation. He is also the author
of The Power of a Positive No: How to Say No & Still Get to Yes
and co-author (with Roger Fisher) of Getting to Yes: Negotiating
Agreement Without Giving In, an eight-million-copy bestseller
translated into over thirty languages.
DECEMBER 10, 2015
Getting to Yes with Yourself New!
IN-DEPTH ONE-DAY SESSION
Every participant will receive a free copy
of Getting to Yes with Yourself (and Other
Worthy Opponents).
Register online at www.executive.pon.harvard.edu • 9
WHO SHOULD ATTEND
Negotiation and Leadership attracts a
diverse, global audience from both the
private and public sectors. Participants
span a wide range of titles and industries.
This program is appropriate, although not
limited to, individuals with the following
titles:
• Chief Executive Officer
• President
• Board Chair or Board Member
• Sergeant
• Vice President
• Commander
• Executive Director
• Director of Operations
• Director of Human Resources
• Director of Purchasing
• Director of Sales
• Director of Marketing
• Director of Administration
• Captain
• Department Manager
• Assistant Director
• Major
• Associate Vice President
• Supervisor
TWO EASY WAYS TO REGISTER
Online
Visit www.executive.pon.harvard.edu
By phone
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
FEES AND DATES
One day: $1,750 each
Three days: $3,497
Four days: $4,497 – save $750
Negotiation and Leadership
September 28–30
October 26–28
December 7–9
With special, focused one-day sessions:
October 1: Practical Lessons from Great
Negotiators
October 29: Dealing with Difficult
Conversations
December 10: Getting to Yes with Yourself
Save $750 when you attend both the three day and the one day!
Team discount: Second and subsequent
registrations from the same organization
receive a $500 discount when attending
the same session.
VENUE
Negotiation and
Leadership is held
at The Charles
Hotel in Cambridge,
Massachusetts—next
door to the Harvard Kennedy School and
just steps away from the University’s
storied yard. A unique, independent luxury
hotel, The Charles Hotel overlooks
the Charles River in Cambridge’s Harvard
Square. Visit www.charleshotel.com for
more information.
To reserve your room, call
1-800-882-1818 or 1-617-864-1200
Fall room rate: $319 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. You are encouraged to make your
reservation early as room rates are only
valid until the cut-off date and are subject
to availability.
September Program
Reserve by: August 30, 2015
October Program
Reserve by: September 27, 2015
December Program
Reserve by: November 2, 2015
“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
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: [emailprotected]
www.executive.pon.harvard.edu
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
To learn more or to register, visit www.executive.pon.harvard.edu
Have questions? Email [emailprotected] or call 1-800-391-8629