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

By Robert Mnookin

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

One of the country’s most outstanding practitioners of the artwork and technology of negotiation deals sensible suggestion for the main difficult conflicts—when you're dealing with an adversary you don’t belief, who may possibly damage you, or who you could even suppose is evil. This energetic, informative, emotionally compelling e-book identifies the instruments one must make clever judgements approximately life’s such a lot not easy conflicts.

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

Sample text

In this book I will offer a framework—a disciplined way of thinking—that you can apply to any situation. As part of that framework, I will delineate two opposing sets of traps that can stand in the way of a wise decision. The “negative” traps, particularly demonization, stoke our anger and tempt us to refuse to negotiate when we probably should. The “positive” traps, although far less common in disputes like these, may tempt us to negotiate when perhaps we shouldn’t. My framework will help you avoid both sets of traps.

You’ve also heard the categorical answer on the other side. The Faustian parable suggests you must never negotiate with the Devil. He’s clever and unscrupulous. He will tempt you by promising something that you desperately want. But no matter how seductive the possible benefits, negotiating with evil is simply wrong; it would violate your integrity and pollute your soul. ” There are usually examples that can puncture such arguments. In my debate with Roger, I explained that my two greatest political heroes of the twentieth century are Winston Churchill and Nelson Mandela.

First you must imagine a range of potential deals. Then you must evaluate them in light of each party’s interests: What are the benefits and risks to each side? Finally, you must compare those deals with each party’s BATNA and ask, Which is better? This, too, involves some guesswork, but the goal is pragmatic. If a potential deal doesn’t meet your adversary’s interests better than its BATNA, why should they agree to it? 9 But if you can envision negotiated deals that could be better than both sides’ BATNAs, you should proceed to the next steps.

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