Read e-book online Bargaining with the Devil: When to Negotiate, When to Fight PDF

By Robert Mnookin

ISBN-10: 1416583327

ISBN-13: 9781416583325

ISBN-10: 1416583335

ISBN-13: 9781416583332

ISBN-10: 1416583645

ISBN-13: 9781416583646

The artwork of negotiation—from one of many country’s most outstanding practitioners and the Chair of the Harvard legislations School’s software on Negotiation.

One of the country’s most outstanding practitioners of the paintings and technology of negotiation bargains useful recommendation for the main hard conflicts—when you're dealing with an adversary you don’t belief, who could damage you, or who you could even suppose is evil. This full of life, informative, emotionally compelling e-book identifies the instruments one must make clever judgements approximately life’s so much demanding conflicts.

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Extra resources for Bargaining with the Devil: When to Negotiate, When to Fight

Example text

Fred’s perspective reflects a number of traps, or cognitive distortions, that commonly lead us to refuse to negotiate when we probably should. These “negative” traps are in the left-hand column below, and they are by far the more common response when we are in conflict with an enemy. But a second set of traps, listed in the right-hand column, can have the opposite effect, causing us to negotiate when maybe we shouldn’t. Evelyn’s perspective reflects some of these “positive” traps. Negative Traps Promoting Refusal Positive Traps Promoting Negotiation Tribalism Universalism Demonization Contextual rationalization and forgiveness Dehumanization Rehabilitation and redemption Moralism/Self-righteousness Shared fault and responsibility Zero-sum fallacy Win-win Fight/Flight Appeasement Call to battle Call for peace/Pacifism a) Tribalism involves an appeal to a group identity, where you see your own side—the in-group—as familiar and reliable, while the other side is an out-group that should be distrusted and disfavored.

Bikuta’s a lot bigger than we are. They can afford the costs of litigation a lot more than we can. If we sue, they will probably stop selling our product entirely. ” The dilemma described above is quite realistic. The question is: Should you negotiate with the enemy or not? Fred and Evelyn are both making some sense. Each offers a point of view that has emotional and intellectual appeal. But you also see flaws in both arguments, and you are pretty riled up yourself. You want to make a wise decision, not one based solely on emotion.

This question highlights your choices away from the negotiating table. If you decide not to negotiate, what actions can you take unilaterally—without the cooperation of the other side? And how well do those actions serve your interests? One alternative might be to do nothing: walk away from the deal and ignore the conflict. Another alternative might be to find another partner. There is also the use of coercive force. Every bigger child who snatches a toy from a smaller one understands the attractions of a self-help strategy.

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Bargaining with the Devil: When to Negotiate, When to Fight by Robert Mnookin


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