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About the course
Develop powerful negotiating skills for a range of situations in a rigorous program combining hands-on simulations with research-based discussions.
In this intensive program led by Stanford GSB faculty, you’ll spend most of your time actively negotiating with fellow classmates — all experienced business leaders from around the globe.
This isn’t just about the theoretical. It’s about learning from successes and failures and building practical skills you can take back to your workplace. You’ll learn how to get more of what you want, find out how to influence without authority, and know when it’s wise to walk away.
At Stanford GSB, we look beyond cases. We rely on empirically validated research to give us insight into the art and science of negotiation. Then, we use those findings to build effective frameworks for successful negotiations. You’ll examine the social psychology and economics of influence and delve into complex deal negotiations involving cultural differences, coalitions, and ethical challenges.
Put negotiation theory into practice, and build frameworks you can use to exert influence and get more of what you want in the workplace and beyond.
- Rethink your approach to negotiation — changing your aims from adversarial to collaborative, from winning to problem-solving.
- Develop powerful, practical strategies to improve your influence and effectiveness in one-to-one, multiparty, and multi-issue negotiations.
- Gain advanced negotiation and dispute resolution strategies, including skills to use when negotiations break down.
- Develop skills and strategies to advance reciprocal influence for mutual gain.
- Learn highly effective methods of interpersonal influence and persuasion.
- Build frameworks that emphasize a rational and ethical approach to negotiation.
- Gain a global perspective by negotiating with your fellow participants: experienced business leaders from around the world.
The Choice to Negotiate
Everyone negotiates. Yet many people think of negotiation only as an interaction between a buyer and a seller, ignoring the common daily opportunities that exist to improve on the status quo for themselves, their teams, and their organizations.
Negotiation is not about getting to yes or simply getting an agreement; it’s about getting a good agreement. Margaret Neale, Faculty Director
This session will help you to rethink negotiation as problem-solving and to identify how you can create and claim value in your interactions — from the everyday to the rare and high-value.
You will also explore the value that is left “on the table” and begin to develop a framework for getting (more of) what you want.
Reciprocal Influence Between Managers and Subordinates
While analyzing the results of simulated performance reviews, you’ll examine the psychological and behavioral factors that determine reciprocal influence processes between managers and their reports.
Influencing Without Authority: The One to the Many
Learn the importance of influencing small groups, particularly when you have little or no authority. Analyze effective influence tactics, and develop multiple perspectives on how to gain influence through dynamic interactions with others.
On the final day of the program, you’ll put all of your newly acquired negotiation strategies and tactics to the test by taking part in an intense six-party negotiation exercise that pits you against multiple coalitions and hidden agendas.
Other Selected Sessions
- Strategic Use of Information
- Negotiating for Competitive Advantage
- Influencing Others in Organizations
- Negotiating in Groups
- The Art and Science of Social Influence
- Ethics and Negotiation
- Managing Through Networks
- Managing Emotions in Negotiations
Who should attend
- Executives or senior managers from any industry, any organization, and any functional area
- Participants who conduct at least some of their daily business in English and can therefore keep pace with this highly interactive program
Trust the experts
Margaret Ann Neale
Research Statement Margaret Neale’s research focuses primarily on negotiation and team performance. Her work has extended judgment and decision-making research from cognitive psychology to the field of negotiation. In particular, she studies cognitive and social processes that produce departures...
Harry J. Gray Professor of Executive Leadership and Professor of Business Administration Educational Background Ph.D., M.A., Social Psychology, Stanford University, 1981 B.A., Experimental Psychology and Philosophy, Oxford University, 1977 A.B., Psychology, Dartmouth College, 1975. Positions Held...
Research Statement My research is in three main areas: conflict and cooperation, interactive decision making, and hierarchy in groups and organizations. I investigate how individuals and teams make decisions, manage conflicts, and cooperate to achieve joint goals. Research Interests Conflict ...
Research Statement Professor Lowery's research seeks to extend knowledge of individuals' experience of inequality and fairness. His work suggests that individuals distinguish between inequalities framed as advantage as opposed to disadvantage. This finding affects how individuals perceive inequa...
Influence and Negotiation Strategies