Harvard Negotiation Master Class

Advanced Strategies for Experienced Negotiators
April 1st-3rd, 2019 (This course is sold out.)

Take Your Negotiation Skills to the Master Level

What if you could negotiate at an even higher level? The Harvard Negotiation Master Class is designed for people like you: strong negotiators who want to become even better.

Strictly limited to 60 participants who have completed a prior course in negotiation, this first-of-its-kind program offers unprecedented access to experts from Harvard Law School, Harvard Business School, and the Massachusetts Institute of Technology—all of whom are committed to delivering a transformational learning experience.

Through small learning groups, dynamic exercises with two-way feedback, and intensive simulations, you will gain proven frameworks for addressing your most complicated negotiation challenges—emerging a highly skilled and confident dealmaker.

Top 5 Reasons to Attend the Harvard Negotiation Master Class
  1. Identify and eliminate your negotiating weaknesses.
  2. Learn how to leverage your bargaining skills in new ways.
  3. Become expert at resolving and defusing conflict anywhere.
  4. Develop the skills necessary to remain in—or ascend to—the C-suite and upper management.
  5. Master new strategies that most negotiators have never seen before.
Join the Ranks of the Master Dealmakers

The Harvard Negotiation Master Class offers the rare opportunity to step away from your day-to-day responsibilities to focus on developing a competency that will serve you the rest of your professional life. After three intensive days, you will emerge a highly confident negotiator who truly understands the game—and how to play it.

About the Program on Negotiation

Widely recognized as the preeminent leader in the field of negotiation, negotiation research, and dispute resolution, the Program on Negotiation (PON) is an interdisciplinary multi-university consortium based at Harvard Law School. Since its founding in 1983, PON has established itself as one of the world’s outstanding executive education negotiation training institutions.

Leaders in Negotiation Executive Education

  • PON’s executive education training programs are designed to help participants become successful negotiators, deal with difficult people and hard bargainers, structure deals, and manage conflict productively.
  • Each session of the Harvard Negotiation Master Class is limited to just 60 participants to ensure a highly personalized experience.
  • World-renowned faculty members from Harvard and MIT comprise the teaching team.

Who Should Attend

The Harvard Negotiation Master Class attracts a diverse group of participants—all of whom are proficient negotiators who wish to take their skills to the next level.

Participants typically have 10-20 years of negotiation experience and have taken a prior course with the Program on Negotiation or a comparable program. The program is appropriate for CEOs, VPs, directors, and managers across a wide range of job functions including sales, operations, human resources, and marketing as well as for individuals in the education, government and nonprofit sectors.

Past Participants

…And Many More!

Fees and Dates

Three days: $4,995

Harvard Negotiation Master Class sessions:
April 1st-3rd, 2019

Kimpton Marlowe Hotel
Cambridge, Massachusetts

Participant Feedback

“This course is designed to truly change the way one thinks about negotiating on many levels.”

“This is the best program of negotiation in the world.”

“This is definitely a very good investment of time, effort, and money.”

“This program brings real-world negotiation skills into focus.”


Our Team

Gabriella Blum

April 2019 session

April 2019 session

April 2019 session

Gabriella Blum is a member of the Program on Negotiation Executive Committee and faculty director of the Program on International Law and Armed Conflict. She is widely published in the fields of public international law and the law and morality of war, and is a Carnegie Fellow and recipient of the Roy C. Palmer Civil Liberties Prize.

Sheila Heen

April 2019 session

April 2019 session

April 2019 session

Sheila Heen is a lecturer on law at Harvard Law School, co-founder and CEO of Triad Consulting Group, and senior affiliate of the Harvard Negotiation Project. She additionally teaches in executive education and MBA leadership programs at Dartmouth’s Tuck School of Business and Washington University’s Olin School of Management.

Brian Mandell

April 2019 session

April 2019 session

April 2019 session

Brian Mandell is the Mohammad Kamal Senior Lecturer in Negotiation and Public Policy at the Harvard Kennedy School, a faculty associate at the Center for Public Leadership, and director of the Negotiation Project. He has established himself as a preeminent teacher and curriculum designer at the Harvard Kennedy School.

Lawrence E. Susskind

April 2019 session

April 2019 session

April 2019 session

Lawrence Susskind is the Ford Foundation Professor of Urban and Environmental Planning at the Massachusetts Institute of Technology and one of the founders of PON, where he is vice chair for instruction and director of the Teaching Negotiation Resource Center.

April 2019 Agenda

Session 1

The First 180 Seconds: Creating Impactful Openings

Led by Brian Mandell

As a seasoned negotiator, you know to come prepared for the full arc of a negotiation. Research shows, however, that a negotiator should spend just as much time preparing for the first 180 seconds of a negotiation encounter. That’s because the outcomes of the very first interactions—where negotiators act upon thin slices of information—disproportionately affect overall success. Moreover, when things go awry in these critical first few moments, it can be difficult to recover. In this session, you’ll learn to set the tone, agenda, create rapport, and build momentum at the outset of a negotiation.

Session 2

Two-Level Games: Managing Constituencies Throughout The Dealmaking Process

Led by Gabriella Blum

As you climb the leadership ladder, negotiation becomes a more complex process. Any deal you reach with your counterparts needs to be acceptable to the people you’re representing. For example, political leaders need the support of their publics, heads of unions must secure the agreement of the union members, and CEOs need to consider the positions of their companies’ boards and shareholders. Your constituents’ viewpoints are of great significance to your negotiations—they can propel an agreement, or they can effectively block it. Paradoxically, however, while support from constituencies makes it easier for you to reach an agreement, it also makes it easier for your counterpart to force you to accept less favorable terms.

This session will introduce you to the theory and practice of two-level games—the idea that every negotiation occurs not only across the table, but also behind the table. We will discuss strategies for managing your own constituencies and ways you can influence the other party’s constituencies to your advantage. During this session, you will:

  • Gain an understanding of the two-level games framework
  • Explore real-world scenarios
  • Practice your newfound insights

Session 3

Thanks For The Feedback: Moving From “Experienced” To “Masterful”

Led by Sheila Heen

As we become more experienced negotiators, past successes reinforce our strengths, and we increasingly default to strategies and approaches that have served us well in the past. As a result, our repertoire becomes deeper, but not broader. And our blind spots—the places where we are missing opportunities, frustrating others, or settling for suboptimal outcomes—become increasingly invisible to us.

To compound the challenge, as we become more senior in any organization, fewer and fewer people are willing to give us candid coaching, even as our blind spots have a larger and larger impact on our deals, our team, our colleagues, and our organization. Most organizations combat this problem by teaching people how to give feedback skillfully and often. And that helps, some. But at the end of the day, it’s the receiver who is in charge. It’s the receiver who decides whether and how to take in the feedback, what sense to make of it, and whether and how to change. And, it turns out, receiving feedback is among the most challenging aspects of being human and of having relationships—both professional
and personal.

This session will build on recent work captured in Sheila’s book with Douglas Stone, Thanks for the Feedback: The Science and Art of Receiving Feedback Well (Even When It Is Off Base, Poorly Delivered, and Frankly, You’re Not in the Mood) (Viking 2014). We will look at what makes receiving feedback so hard, the triggered reactions we all have, and how to find genuine value in even the most unskilled and irritating feedback you get. You will leave the session with a robust framework for improving the quality of feedback you give and receive.

Session 4

Multiparty Negotiations: Strategies for Improving Individual Performance

Led by Lawrence Susskind

As a participant in this advanced program, you’re undoubtedly familiar with what it takes to succeed in two-party negotiations. However, multiparty negotiations, whether inside your own organization or with external parties, are far more complex. When there are more parties, the usual two-party approach to negotiation or problem-solving won’t be sufficient to ensure good results. This session focuses on the three key ways to achieve success in multiparty negotiations. Learn how to:

1. Build Coalitions
2. Manage Multiparty Negotiations
3. Experience Informal Problem-solving

To highlight theoretical lessons and help you develop key multiparty negotiation skills, this session includes two interactive simulations, along with case studies, and engaging classroom discussions.