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Transcript of pon NEGOCIACIÓN
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THREE-DAY SEMINARS
SPRING/SUMMER 2013 SESSIONS:
APRIL 1517 | MAY 2022 | JUNE 1719
DEALING WITH DIFFICULT PEOPLE AND PROBLEMS
NEGOTIATION AND LEADERSHIP
NEW!
SPRING
PROGRA
MS
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Program on Negotiation at Harvard Law School: A university consortium dedicated to developing the theory and practiceo negotiation and dispute resolution. Harvard | MIT | Tufts
Dear Executive:
The worlds greatest leaders share a common traitan ability to negotiate masterully. While some are born
with natural ability, most leaders hone their skills over time, usually only ater many years o on-the-job
experience. At the Program on Negotiation, we believe that becoming a better negotiator starts here. To that
end, our agship program, Negotiation and Leadership (ormerly known as the Program on Negotiation or
Senior Executives), has helped more than 25,000 executives test their belies and assumptions, overcome
emotional and rational biases, examine complex negotiation scenarios, and discover a range o competitive
and cooperative negotiation strategies.
Whether youre an experienced executive or an up-and-coming managerworking in the private or public sector,
domestically or abroadthis program will help you shape important deals, negotiate in uncertain environments,
improve working relationships, claim (and create) more value, and resolve seemingly intractable disputes. In
short, this three-day executive education program will prepare you to achieve better outcomes at the bargaining
table, every single time.
Augmenting our spring programs are in-depth, one-day sessions that address tough negotiation problems
managing emotions, negotiating international deals, and improvising agreementsall taught by the experts who
literally wrote the books on them. Each one-day session is run only once (and space is limited), so be sure to plan
ahead to reserve your space.
I youre looking to accelerate and advance your negotiation and decision-making skills, I encourage you to
register or one o our upcoming sessions. Alongside a diverse group o executives rom all over the world,
youll learn rom acclaimed negotiation experts, authors, academicians, and researchers. Together, youll test
groundbreaking theories, practice new approaches, and put your newound knowledge into action, right then
and there.
I hope to see you at one o our spring 2013 sessions.
Sincerely,
Robert H. Mnookin
Faculty Chair
Program on Negotiation at Harvard Law School
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Register online at www.executive.pon.harvard.edu / 1
NEGOTIATION AND LEADERSHIPAPRIL 1517 | MAY 2022 | JUNE 1719
With in-depth, one-day sessions:
APRIL 18: Reason and Emotion
MAY 23: Negotiating International Business Deals
JUNE 20: The Practical Art o Improvising an Agreement
ABOUT THE PROGRAM ON NEGOTIATION AT HARVARD LAW SCHOOLWidely recognized as the preeminent leader in the eld o negotiation and negotiation
research, the Program on Negotiation is an interdisciplinary, multi-university research
center based at Harvard Law School. Our agship programNegotiation and Leadership
has a long legacy o eectiveness, with more than 25,000 international participants over
the past 30 years.
THIRTY YEARS OF GROUNDBREAKING RESEARCH, COMPRESSED INTO THREE
THOUGHT-PROVOKING DAYS
Day 1: Broaden your understanding o negotiation concepts; Acquire proven problem-
solving techniques; Discover a ramework or thinking about negotiation success; Identiy
and leverage your strengths to obtain better results at the bargaining table.
Day 2: Advance your negotiation skills; Acquire proven techniques or addressing volatile
situations; Gain strategies or dealing with difcult conversations and people, small
bargaining zones, and tight deadlines; Learn how to manage conict, nd value, and build
rapport; Discover methods or remaining in control at the bargaining table and achieving
negotiation success.
Day 3: Put your learning into practice; Engage in dynamic, interactive exercises; Hone your
skills through eedback; Strengthen your ability to create value; Emerge with a toolkit o
valuable techniques and strategies or negotiating more skillully, condently, and eectively.
Previous participatingcompanies include:
Admiral Insurance, American
Eagle Outtters, American
Tower Corporation,
Autodesk, Biogen, Blue
Shield o Caliornia, Chevron,
The College Board, Columbia
Law School, Covidien, Cox
Communications, Dana-
Farber Cancer Institute,
Deere and Company, The
Department o Deense,
Deloitte and Touche, F5
Networks, Fidelity, GE
Healthcare, Google, Horace
Mann Companies, Iowa
State University, Johnson
& Johnson, Liespan,
Medtronic, NSTAR Electric
and Gas, NYC Department o
Education, Owens Corning,
Pzer, Pitney Bowes,
Raytheon, Scheppens
Eye Research Institute,
SKY Brasil, Southwest
Airlines, St. Jude Medical,
Sterling Jewelers, Target
Corporation, TD Bank, U.S.
Army, University o Maryland,
Verizon Wireless, and Warner
Bros. Entertainment
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/ MORNING SESSION /
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 ramework or preparing
or and analyzing negotiations. You will examine the key
elements o negotiation:
Learn to clariy your interests and priorities, and then
estimate your counterparts interests. Which interests
are shared, and which are dierent?
Identiy the range o alternatives you are willing to
consider i your counterpart does not give consent.
Brainstorm possible agreements or concessions that
may creatively satisy both parties interests.
Establish legitimacy or your side. Research or create
standards, principles, and arguments that make an
agreement or a term eel more air and appropriate.
Draw up statements o what each party will or will not do.
Assess your relationship with your counterpart anddetermine i you can take steps to generate positive
emotions and avoid negative reactions.
Outline your communication strategy. What do you want
to learn rom them? What are you willing to share? What
is your agenda and how will you handle disagreements
or stalemates?
Identiy opportunities to capture and create value.
Do you understand the other partys interests and
goals? Cooperative behaviors acilitate value creation;
competitive behaviors do not.
Through case study and interactive discussions, you willexamine ways to structure the bargaining process to
accommodate joint problem solving, brainstorming, and
collaborative act-nding. You will learn how to evaluate
a best alternative to a negotiated agreement (BATNA),
create a zone o 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 or more productive negotiations.
2 / Register online at www.executive.pon.harvard.edu
/ AFTERNOON SESSION /
DIFFICULT TACTICS AND HOW TO DEAL WITH THEM
In this session, you will be introduced to a set o break-
through strategies or dealing with manipulative tactics,
stonewalling, obstructive behavior, and dirty tricks in
negotiation. Designed to enhance your skill in mutual gains
negotiation and increase your prociency in overcoming
hard bargainers and hard bargaining situations, this session
will help you:
Equip yoursel or difcult negotiations
Prepare to negotiate when you do not have much time
Neutralize threats, lies, and insults
Deal with someone who is more powerul than you
Handle power more constructively
Strengthen interpersonal relationships in business
Regain control o the negotiation
Locate and control your own tendencies in the ace
o conict
You will learn to recognize the most common manipulative
tactics used by difcult people along with strategies or
neutralizing their eects. Discover how to win, not by
deeating the other side, but by winning them over.
DAY 1:
UNDERSTANDING KEY NEGOTIATION CONCEPTS
This program provided enlightening strategies.
I look forward to implementing them!
Kim McManus, Human Resources Specialist, Department
o Navy (Washington, DC)
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/ MORNING SESSION /
MANAGING THE TENSION BETWEEN EMPATHY
AND ASSERTIVENESS
Building on the earlier session that examined the tension
between creating and claiming value, this session ocuses
on active listening and how to manage the tension between
empathy and assertiveness. You will nd that:
Assertion is eectively 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 eectively deend their own
interests
A great negotiator is able to do both well
You will evaluate your personal tendencies in the ace o
conict and learn to manage your strengths and weaknesses
to become a more eective negotiator. The session will
include a ramework you can use to evaluate conict styles,
interactions, and implications.
Register online at www.executive.pon.harvard.edu / 3
/ AFTERNOON SESSION /
BUILDING SUCCESSFUL RELATIONSHIPS
Negotiating better outcomes is contingent upon building
successul relationships. To be eective, executives
must learn to navigate personality dierences, diverse
agendas, and social pressures. Building on the earlier
sessions ramework, you will examine how positive working
relationships are vital to creating and implementing lasting
agreements. You will discover strategies or:
Creating a relationship through engagement (who are
we?), raming (what are we doing?), and norming (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 o the game
Understanding our own biases and tendencies
Proactively changing the game by how we play
Avoiding common pitalls and errors
Achieving negotiation success
By taking part in a series o negotiation simulations, you
will gain a better understanding o dierent negotiation and
decision-making strategiesenabling you to determine
which approach is most appropriate in a given situation.
The excellent curriculum and study of strategy and leadership across a variety of scenarios provided
me with a holistic approach to negotiation that I can apply, both personally and professionally.
Adam Thibodeau, General Manager, Employee Relations, Greater Toronto Airports Authority (Toronto, Canada)
DAY 2:
MANAGING INTERPERSONAL DYNAMICS
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/ MORNING SESSION /
ORGANIZATIONAL OBSTACLES AND OTHER
COMPLICATING FACTORS
In managing internal and external negotiations, what can you
do to maximize the deal or both sideseven in the ace o
obstacles and barriers? What tools work best or managers
who need to shape agreements and inormal understandings
within a complex web o relationships? In this session, you
will discover strategies or anticipating and responding to
an array o complicating actorsrom multiple parties and
coalitions to cultural and value dierences. You will acquire
techniques or:
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 dierent assumptions about the uture
- Create dispute handling procedures
Evaluating ve key obstacles to the mutualgains approach
- Insufcient investment by one or both sides
- Anxiety about committing to cooperative eorts
that can create value
- Difculty identiying and agreeing on objective
standards
- Failure to make agreements sel-enorcing
- Neglecting to anticipate predictable surprises
Addressing cultural dierences
Examining value dierences and determining when
they can be reconciled (and when they cannot)
Coping with value-based disputes
4 / Register online at www.executive.pon.harvard.edu
/ AFTERNOON SESSION /
PUTTING IT ALL TOGETHER: APPLYING THE THEORY
TO YOUR REAL-WORLD NEGOTIATIONS
The nal session builds on your accumulated knowledge to
generate descriptive and prescriptive insights or negotiating
across a variety o competitive contexts. Through relevant
case studies, aculty will bring to lie dierent negotiation
problems and examine their real-world outcomes. You will
ocus on the most common psychological biases within
organizations and acquire best practices or creating
psychological saety within a group. As a result o your
participation, you will become a more eective decision
maker and negotiator over the long term. You will also be
better prepared to acquire support rom your organization
as you lead uture negotiations.
The knowledge and skills Ive gained areinvaluable. Im now better equipped for
future challenges.
Famodu Ayodeji, Branch Operations Manager,
Standard Chartered Bank (Lagos, Nigeria)
Experts in the art of negotiation, the
instructors did a great job of applying
their knowledge to real-world examples.
Christine Miller, Director o Operations,
American Eagle Outtters (Warrendale, Pennsylvania)
DAY 3:
ADDRESSING NEGOTIATION
COMPLEXITIES
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Lawrence E.
Susskind
Eileen Babbitt, Proessor o
International Conict Management
Practices at the Fletcher School o Lawand Diplomacy, Tuts University
Max Bazerman, Jesse Isidor Strauss
Proessor o Business Administration,
Harvard Business School
Iris Bohnet, Academic Dean and
Proessor o Public Policy, Harvard
Kennedy School; Director, Women
and Public Policy Program; Associate
Director, Harvard Decision Science
Robert C. Bordone, Thaddeus R. BealClinical Proessor o Law, Harvard
Law School; Director, the Harvard
Negotiation and Mediation Clinical
Program
Jared Curhan, Ford International
Career Development Proessor;
Associate Proessor o Organization
Studies, MIT Sloan School o
Management
Register online at www.executive.pon.harvard.edu / 5
Deepak Malhotra, Proessor o
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
Proessor o Law, Harvard Law School;
Chair, Program on Negotiation at
Harvard Law School
Bruce M. Patton, Co-ounder and
Distinguished Fellow o the HarvardNegotiation Project
Jeswald W. Salacuse, Henry J. Baker
Proessor o Law and ormer Dean,
Fletcher School o Law and Diplomacy,
Tuts University
James Sebenius, Vice Chair o
Practice-Focused Research, PON
Executive Committee; Gordon
Donaldson Proessor o Business
Administration, Harvard Business
School
PROGRAM ON NEGOTIATION
TEACHING TEAM
Eileen
Babbitt
Deepak
Malhotra
Daniel L. Shapiro, Assistant Proessor
o Psychology, Harvard Medical
School/McLean Hospital; Director,Harvard International Negotiation
Program; Associate Director, Harvard
Negotiation Project
Guhan Subramanian, Joseph Flom
Proessor o Law and Business, Harvard
Law School; Douglas Weaver Proessor
o Business Law, Harvard Business
School
Lawrence E. Susskind, Ford Proessor
o Urban and Environmental Planning,
The Massachusetts Institute o
Technology
Bill Ury, Senior Fellow o the Harvard
Negotiation Project
Michael A. Wheeler, Class o 1952
Proessor o Management Practice,
Harvard Business School; Editor,
Negotiation Journal
Max
Bazerman
Iris
Bohnet
Robert C.
Bordone
Jared
Curhan
Brian S.
Mandell
Robert H.
Mnookin
Bruce M.
Patton
Bill
Ury
Jeswald W.
Salacuse
James
Sebenius
Guhan
Subramanian
Michael A.
Wheeler
Daniel L.
Shapiro
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APRIL 18, 2013
THE ODD COUPLE: CAPTURING THE POWER OF
REASON AND EMOTION IN YOUR NEGOTIATIONS
Negotiation involves your head and your gut. This innovative
course ocuses on both. It will equip you with essential
insights and tools to address rational and emotional
obstacles to negotiation success.
Whether settling a dispute, negotiating a deal, or resolving a
complicated problem, emotions and reason inevitably aectour success. Many o us get tripped up by cognitive biases,
walking away rom the negotiation table with less value than
we could have achieved. We may think we negotiated a good
agreementbut ail to recognize the errors and traps that
precluded us rom getting a better deal.
We also can get stuck in the emotional messiness o
negotiation. We may distrust the other party; eel they are
out to exploit us; or get so angry at them that were unwilling
to work out a deal. Perhaps worse, we ail to draw on the
power o positive emotions to improve our negotiation
success.
This new, one-day course will help you overcome these
obstacles. This course brings together two renowned
Harvard aculty with very dierent approaches to negotiation
one ocusing largely on cognitive biases, the other on
the power o emotions. Their combined perspectives will
provides you with a powerul, balanced set o tools to more
systematically address obstacles and opportunities in your
negotiations.
You will examine negotiation scenarios rom two specic
perspectivesa cognitive biases ramework and an
emotional core concerns ramework providing you with
a balanced perspective to more skillully reach success in
your negotiations. Through a combination o lectures, case
simulation, and interactive discussions, you will discover
proven strategies or overcoming rational and emotional
challenges at the bargaining table.
6 / Register online at www.executive.pon.harvard.edu
IN-DEPTH,
ONE-DAY SESSIONS
More specically you will:
Learn about common cognitive biases in negotiation
Gain insight into how to better evaluate your counterparts
perspectives and tendencies
Uncover common cognitive errors that many negotiators
make
Improve your ability to think rationally about the choice o
reaching an agreement versus an impasse Learn how to recognize individual limitations and biases
Examine ve core concerns that stimulate many
emotions that arise in negotiations
Gain an essential ramework or negotiating the emotional
challenges you ace every day
Learn ways to build a better working relationship with even
a tough counterpart
Identiy ways to check your personal biases, assumptions,
and emotions in order to achieve better agreements
Faculty
Max Bazerman, Jesse Isidor Strauss Proessor o BusinessAdministration, Harvard Business School, Co-author o
Negotiating Rationally.
Daniel L. Shapiro, Assistant Proessor o Psychology,
Harvard Medical School/McLean Hospital; Director, Harvard
International Negotiation Program; Associate Director,Harvard Negotiation Project; Co-author o Beyond Reason.
/ Every participant will receive a ree copy o Negotiating
Rationally and Beyond Reason. /
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Resolving International Business Conicts
- Identiying the causes o international business conicts
- Renegotiating existing deals
- Using international mediation and conciliation
techniques
- Evaluating the utility and limits o international
arbitration
- Through a combination o lectures, hands-on exercises,
relevant case studies, and interactive discussions, you
will learn how to navigate each phase o international
negotiations. A popular eature o this program is
the opportunity or participants to share and receive
eedback on their own international negotiation
challenges and problems.
Faculty
Jeswald W. Salacuse, Henry J. Baker Proessor o Law and
ormer Dean, Fletcher School o Law and Diplomacy, Tuts
University
/ Every participant wil l receive a ree copy o The GlobalNegotiator: Making, Managing and Mending Deals Around the
World in the Twenty-First Century. /
Register online at www.executive.pon.harvard.edu / 7
MAY 23, 2013
NEGOTIATING INTERNATIONAL BUSINESS DEALS
This intensive, one-day course will teach you how to
overcome the unique challenges inherent to conducting
international business negotiations. You will learn how to
make protable international transactions, maintain solid
business relationships, and resolve cross-border conicts.
Through a series o global case studies, drawn rom real-
world examples, you will explore the critical steps or
eectively negotiating with oreign customers, partners,
and governments, and or crating international deals
that work.
This course will help you to acquire winning strategies to:
Strike international deals and protable agreements with
oreign partners, customers, or governments
Manage international deals and relationships that advance
the interests o all parties
Resolve conicts that arise in international business
relationships
The curriculum will focus on three core areas:
International Dealmaking
- Identiying and overcoming major barriers to
international dealmaking
- Resolving cultural and ideological dierences
- Negotiating with oreign governments and
bureaucracies
- Creating international joint ventures and strategic
alliances
International Deal Management
- Managing international deals ater you sign the contract
- Anticipating problems and conicts in international
relationships
- Handling sudden change and instability in international
deals
- Developing strategies and tools that reduce the risk o
conict
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8 / Register online at www.executive.pon.harvard.edu
IN-DEPTH,ONE-DAY SESSIONS
continued...
JUNE 20, 2013
THE PRACTICAL ART OF IMPROVISING AN AGREEMENT
Its a act: negotiation cant be scripted. Thats true
whether youre negotiating a mega-deal or buying a used
car. Whatever the context you cant dictate what your
counterpart is going to do or say any more than youd let
them dominate you.
Successul negotiation thus requires strategic agility and
being nimble moment to moment, so you can adjust andadapt as the process unolds. Challenging the static model
o standard win-win and hardball approaches, Harvard
Business School proessor Michael Wheeler demonstrates
the practical art o improvising an agreement.
Negotiation is a two-way street, ater all. The actions we
take, the questions we pose, and the oers we make are the
signals that our counterparts respond to, but not always in
ways that we hope or expect. Our own interests and options
change, sometimes quickly and radically. Moreover, people
we deal with arent entirely predictable. We can make
educated guesses about whats important to them, but theythemselves may be uncertain about ends and means. And
what they tell us is oten ambiguous. Was that really their
nal oer or merely a blu?
Yet negotiators have to persist, even when inormation is
ambiguous, boundaries are hazy, and the scene is constantly
changing. In this engaging session, Michael Wheeler
illuminates real-world negotiation as a dynamic process
requiring openness, exibility, and the ability to improvise.
He draws critical lessons rom:
Master negotiators like diplomat George Mitchell, movie
and music producer Jerry Weintraub, and the artists
Christo and Jeanne-Claude
State-o-the-art theory in business strategy,
organizational behavior, and complexity science
Improvisational elds like jazz, military science, and chess
Sports in which exible thinking and quick decision-
making are required
His own research on peoples eelings about negotiation
By taking part in this innovative session, you will learn how to:
Transorm the uncertainty o negotiation into positive
advantage
Develop the necessary mindset and emotional balance to
thrive in a dynamic environment
Set goals, weigh trade-os, and sketch a Plan B in case o
unexpected obstacles
Make agreements that would otherwise slip through your
ngers
Create (and capture) greater value in the agreements you
do make
Reduce the cost o conict by putting out small res
beore they become dangerous blazes
FACULTY
Michael A. Wheeler, Class o 1952 Proessor o
Management Practice, Harvard Business School, Editor othe Negotiation Journal, and author o the upcoming book,
The Master Negotiator: The Practical Art of Improvising
Agreement.
/ Every participant will receive a ree copy o The Master
Negotiator: The Practical Art of Improvising Agreement. /
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WHO SHOULD ATTEND
Negotiation and Leadership attracts a diverse, global
audience rom both the private and public sectors.
Participants span a wide range o titles and industries.
This program is appropriate, although not limited to, to
individuals with the ollowing titles:
Chie Executive Ofcer
President
Board Chair or Board Member
Sergeant
Vice President
Commander
Executive Director
Director o Operations
Director o Human Resources
Director o Purchasing
Director o Sales
Director o Marketing
Director o Administration
Captain
Department Manager
Assistant Director
Major
Associate Vice President
Supervisor
FEES AND DATES
One day: Three days: Four days:
$1,597 $2,997 $3,997 save $597
Negotiation and Leadership
April 1517 | May 2022 | June 1719
With special, ocused one-day sessions:
April 18: The Odd Couple: Capturing The Power O Reason
And Emotion In Your Negotiations
May 23: Negotiating International Business Deals
June 20: The Practical Art o Improvising An Agreement
Save $597 when you attend both!
Team discount
Second and subsequent registrants rom the same
organization receive a $500 discount when attending
the same session.
VENUE
The Charles Hotel
Negotiation and Leadership is held at The Charles Hotel
in Cambridge, Massachusettsnext door to Harvards
Kennedy School o Government and just steps away rom
the universitys storied yard. A truly unique, independentluxury hotel, The Charles Hotel overlooks the Charles River in
Cambridges Harvard Square. Visit www.charleshotel.com
or more inormation.
To reserve your room, call 1-800-882-1818 or 1-617-864-1200
Spring room rate: $295 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 and enter the corresponding attendee code or the
dates you wish to stay. You are encouraged to make your
reservation early as room rates are only valid until the cut-odate and are subject to availability.
April 1517 Program
Reserve by: March 18, 2013
Reservation code: APRILPON2013
May 2022 Program
Reserve by: April 22, 2013
Reservation code: MAYPON2013
June 1719 Program
Reserve by: May 20,2013
Reservation code: JUNEPON2013
FOUR EASY WAYS TO REGISTER
Online
Visit www.executive.pon.harvard.edu
Please be sure to enter the reservation code above.
By phone or Fax
Phone: Call 1-800-391-8629 between 9 a.m. and 5 p.m. ET,
any business day
Phone: Outside the U.S., please call +1-301-528-2676.
Fax: 1- 240-599-7679
By mail
Download the registration orm at
www.executive.pon.harvard.edu and send it to:
Program on Negotiation at Harvard Law School
Pound Hall 513
1563 Massachusetts Avenue
Cambridge, MA 02138
Fax: +1-240-599-7679
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Program on Negotiation
at Harvard Law School
Pound Hall 513
1563 Massachusetts Avenue
Cambridge, MA 02138
T: 1-800-391-8629
F: 1-617-495-1416
To learn more or register, visit
www.executive.pon.harvard.edu