PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu
Negotiation is a deliberative process between two or more actors that seek a solution to a common issue or who are bartering over an item of value. Negotiation skills include the range of negotiation techniques negotiators employ to create value and claim value in their dealmaking business negotiations and beyond. Negotiation skills can help you make deals, solve problems, manage conflicts, and build relationships as well as preserve relationships. Negotiation skills can be learned with conscious effort and should be practiced once learned.
Negotiation training includes the range of activities and exercises negotiators undertake to improve their skills and techniques. Role-play simulations developed from real-world research and negotiation case studies, negotiation training provides benefits for teams and individuals seeking to create and claim more value in their negotiations.
The right skills allow you to maximize the value of your negotiated outcomes by effectively navigating the negotiation process from setup to commitment to implementation.
The Program on Negotiation’s Executive Education negotiation training programs include Negotiation and Leadership: Dealing with Difficult People and Problems, the Harvard Negotiation Master Class, and the Harvard Mediation Intensive.
This training allows negotiators to:
Adapted from “Picking the Right Frame: Make Your Best Offer Seem Better,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a house in 2000 for $400,000. You have just put it on the market for $499,000, with a real target of $470,000—your estimation of the house’s … Read Make Your Best Offer Look Better 
Adapted from “Pick the Right Negotiating Team,” first published in the Negotiation newsletter.
We’ve all seen teams and work groups implode under the stress of personality clashes. These experiences might lead you to conclude that your negotiating team should be a tight-knit and harmonious group of colleagues. Yet Northwestern University professor Leigh Thompson and her coauthors … Read Picking Teams
Adapted from “When You Hold All the Cards,” by Guhan Subramanian (professor, Harvard Business School and Harvard Law School), first published in the Negotiation newsletter.
One of your customers has just landed a lucrative new contract, and you’re the only supplier who can add a critical component to that customer’s production process. Concerns about violating your … Read Negotiators: Don’t Go on a Power Trip
Adapted from “Stubborn or Irrational? How to Cope with a Difficult Negotiating Partner,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
Suppose you’re an experienced salesperson entering into negotiations for a contract renewal with a company you’ve successfully done business with for years. Recently, your counterpart at the other company … Read Dealing With a Stubborn Counterpart
Michael Wheeler (MBA Class of 1952 Professor of Management Practice, Harvard Business School)
When a volatile situation threatens to derail your negotiation, drawing lessons from the military can be useful. In this article, the author explains three strategies to give you a decided advantage.
Read More … Read Negotiating When the Rules Suddenly Change
Adapted from “Transferring Negotiation Knowledge,” first published in the Negotiation newsletter.
After attending intensive executive education courses, managers typically return to the office with a sense of excitement about applying their new knowledge—only to find 200 e-mails and 25 voicemail messages waiting for them. Amid the chaos, the lessons of the past few days are forgotten. … Read Putting Negotiation Training to Work
Adapted from “Closing the Deal,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
You’ve followed the negotiation guidebooks to a T, uncovered the parties’ key interests, brainstormed creative solutions, and even developed good rapport with your counterpart. You’ve done everything right…but you still don’t have agreement.
How do you turn the other … Read How to Turn a Maybe Into a Yes
Adapted from “Will Your Proposals Hit the Mark?” First published in the Negotiation newsletter.
In negotiation, it’s always better when someone accepts your offer rather than rejecting it, right? Actually, rejection can sometimes be the most effective way to get to “yes.”
Let’s look at another story about consumer behavior, as described by Itamar Simonson of Stanford’s … Read Let Them Compare and Contrast
Adapted from “Negotiating Sacred Issues,” first published in the Negotiation newsletter.
In a classic New Yorker cartoon, a dinner guest shows up for the party, hands the host a $20 bill, and announces that this was the amount he had planned to spend on a bottle of wine before he ran out of time. Negotiation buffs … Read Is the Issue Really Sacred?
Adapted from “The High Cost of Low Focus,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
Has someone (perhaps a significant other) ever told you that you’ve previously seen or heard something that you don’t recall? When someone says, “I already told you that!” in exasperation, do you assume that … Read When Focus Comes at a Price
BATNA
Business Negotiations
Conflict Resolution
Crisis Negotiations
Dealing with Difficult People
Dealmaking
Dispute Resolution
International Negotiation
Leadership Skills
Mediation
Negotiation Skills
Negotiation Training
Salary Negotiations
Teaching Negotiation
Win-Win Negotiations
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