Two Negotiation and Managerial Decision-Making Programs

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 decision making among multiple parties, including the concepts of game theory; and the elements of effective negotiation. Participants audit their current intuitive decision-making and negotiation strategies, identify alternative strategies, evaluate their own competitive decision-making problems, and create a personalized agenda for change.

In response to growing global demand, this program is now offered in Europe.

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

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. Participants become sophisticated negotiators 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 far greater depth
• Embeds the psychological in a more substantive and strategic context
• Incorporates more traditional Harvard Business School negotiation case studies with greater business focus and detail, in order to formulate its approach