Execu t ive Edu c ati on / NE G OTIATION

INFLUEN CE AND NEGOTIATION STRATEGIES PROGRAM

Dates: October 20 25, 2013 Application Deadline: September 13, 2013 Tuition: $11,000
Price subject to change. Tuition includes accommodations, meals, and materials. Discounts available for applicants for 501(c)(3) organizations and for teams of three or more from the same organization.

Whether to close a major business deal, recruit a key team member, or obtain scarce resources in a highly interdependent environment, todays most successful business leaders rely upon influence and negotiation skills at every turn. This program teaches participants effective influence tactics and negotiation strategies for every business situation, and helps them analyze ethical issues that arise as they negotiate to achieve their objectives.

WHO SHOULD ATTEND

Executives from any functional area with 10 or more years of management experience will benefit from this program. It is appropriate for executives from organizations of any size or any industry.

Content Ov erview
The Influence and Negotiation Strategies Program features a comprehensive curriculum covering negotiation skills and tactics as well as methods of dispute resolution that can be applied when negotiations break down. Topics range from the use of influence strategies in the everyday work environment to complex deal negotiations involving cultural differences, coalitions, and ethical challenges. Participants take part in a variety of simulation exercises, from two-party to six-party negotiations, with constantly rotating partners from around the world.

SAM P LE DAILY SCHEDULE

Breakfast Full breakfast at Schwab Residential Center Morning Session I The Choice to Negotiate Morning Session II Creating Value: The New Recruit Negotiation Simulation (negotiation) Lunch Buffet lunch with optional patio dining Afternoon Session I Creating Value: The New Recruit Negotiation Simulation (debrief) Afternoon Session II Influencing Without Authority: The One to the Many Afternoon Session III Power and Influence in Social Settings Dinner Cocktail reception followed by a served dinner

Key Takeaways

Powerful strategies to improve influence in both two-party and multi-party negotiations negotiation and dispute resolution strategies and skills General frameworks that emphasize a rational and ethical approach to negotiation

Improved

HIGHLIGHTED SESSIONS
Reciprocal Influence Between Managers and Subordinates
While analyzing the results of simulated performance reviews, participants examine the psychological and behavioral factors that determine reciprocal influence processes between managers and their reports.

Multi-Party Negotiation: The Harborco Simulation

On the final day of the program, participants put all of their newly acquired negotiation strategies and tactics to the test by taking part in an intense six-party negotiation exercise that pits them against coalitions and hidden agendas.

gsb.stanford.edu/exed/insp

Execu t ive Edu c ati on / NE G OTIATION

TY P I CAL PA RTI C I PANT MIX

MANAGEMENT FUNCTION 13% Finance/Accounting 50% General Management 9% Human Resources 6% Information Technology 6% Operations/Production 13% Sales/Marketing 3% Other INDUSTRY 3% Construction/Engineering/Materials 6% Consulting 3% Education 3% Environmental Services 31% Financial Services/Insurance 13% Government 4% Manufacturing 3% Military 19% Petroleum/Oil/Gas 6% Software 9% Telecom/Information Services REGION 15% Africa 16% Asia 3% Australia/New Zealand 16% Europe 3% Middle East 38% North America 9% South America

Excellent program! Students learn a tremendous array of skills for both individual and multi-party negotiations. I learned how to improve my weak areas in deal-making and how to work as a team to achieve my companys goals while maintaining the proper ethics.
Ramiro Luis Trebolle Major Advisor-Petroleum PDVSA Petroleo S.A.

Faculty Director
Margaret A. Neale, the Adams Distinguished Professor of Management at the Stanford Graduate School of Business, is known worldwide for her research into distributed team and learning environments. Her research interests include decision making, distributed collaboration, team-based learning, negotiation, and team performance. She is coauthor of Negotiating Rationally (Free Press, 1992).

OTHER PROGRAM FACULTY

Brian S. Lowery Professor of Organizational Behavior, Stanford Graduate School of Business Elizabeth Mullen Gregory B. Northcraft Professor of Business Administration and Harry J. Gray Professor of Executive Leadership, University of Illinois at Urbana-Champaign Larissa Z. Tiedens Jonathan B. Lovelace Professor of Organizational Behavior; Senior Associate Dean for Academic Affairs, Stanford Graduate School of Business

This is an outstanding program that provides excellent negotiation and influence tools. The material and exercises are very well done and the participant mix creates an extremely stimulating environment and provides an excellent networking opportunity.
Houda Soubra Senior Engineering Manager Cisco Systems Inc.

Associate Professor of Organizational Behavior, Stanford Graduate School of Business

EXPERIENCE THE STANFORD DIFFERENCE

Stanford Graduate School of Business Executive Education programs offer executives from around the globe an extraordinary opportunity to immerse themselves in an intensive, collaborative learning environment where the focus is continually on the future. Taught by Stanfords world-renowned faculty and supplemented by guest speakers, participants acquire the knowledge, vision, and skill to bring innovative leadership to their organizations while advancing their personal and professional growth.

Take the Next Step

For more information, or to apply to the Influence and Negotiation Strategies Program, please contact Laura Moore, Associate Director, Programs and Marketing. Phone: 650.723.6641 Email: moore_laura@gsb.stanford.edu

gsb.stanford.edu/exed/insp