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- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
The must-read summary of Robert Mnookin's book: "Bargaining with the Devil: When to Negotiate, When to Fight".
This complete summary of the ideas from Robert Mnookin's book "Bargaining With the Devil" shows that in the business world, people and companies are often faced with conflict, and the emotions that surround these can make it hard to stand back and assess the best course of action. For instance, when should one just accept and move on, and when should one negotiate or go straight to warfare? This summary points out a decision-making framework to assist in such situations. It lays out three challenges which you must overcome before making a decision on when to negotiate: 1) Untangle your emotions from the situation, 2) Analyze costs and benefits of negotiating versus other viable alternatives, 3) Address the moral and ethical issues involved in deciding whether to negotiate with an enemy. With this logical summary of Mnookin’s book, you will be able to avoid falling into traps and will be able to enter negotiations with confidence that you have enough backing to support your decision.
Added-value of this summary:
• Save time
• Understand the key concepts
• Increase your business knowledge
To learn more, read "Bargaining with the Devil" and improve your negotiation skills.
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Seitenzahl: 35
Veröffentlichungsjahr: 2013
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Book PresentationBargaining With The Devil by Robert Mnookin
Summary of Bargaining With The Devil (Robert Mnookin)
Book PresentationBargaining With The Devil by Robert Mnookin
Book Abstract
MAIN IDEA
If someone does you wrong in business or in life, should you bargain with them or ignore them and go straight to warfare or litigation?
This is actually a highly strategic question and one of the most challenging issues in any negotiation. If you attempt to make a deal with the other party, you are in effect legitimizing their authority and position. For example, if a government negotiates with terrorists, then it is effectively stating the terrorists have a point and are worth speaking to in order to come to some sort of mutual arrangement. In a way, this can be viewed as a form of rewarding bad behavior.
So, should you try to resolve any and all conflicts through negotiation rather than fighting it out? The answer depends on all kinds of different factors but you should have a bias towards negotiating wherever and whenever possible. You’ll increase the odds you will achieve more if you do
About the Author
ROBERT MNOOKIN is professor of law at Harvard Law School, the director of the Harvard Negotiation Research project and chair of the Program on Negotiation at Harvard Law School. Dr. Mnookin has taught several workshops on negotiation skills for corporations, government agencies and law firms. He is the author of nine books including Beyond Winning, Negotiating on Behalf of Others and Barriers to Conflict Resolution as well as numerous articles. Dr. Mnookin has been involved in resolving numerous landmark commercial disputes including that between IBM and Fujitsu over operating system software and between Boston Scientific and Medinol over intellectual property rights. Dr. Mnookin is a graduate of Harvard College and Harvard Law School.
The Web site for this book is at www.BargainingWithThe Devil.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Bargaining With The Devil (Robert Mnookin)
1. The three challenges
When trying to resolve a conflict, there are generally three challenges which affect your ability to make a good decision on whether to negotiate or not:
“After helping to resolve many business and family disputes over the years, I have come to believe that for most of us, confronting an enemy poses exceptional negotiation challenges. When I say ‘enemy,’ I do not mean just an ordinary competitor; I mean someone who has deeply wronged us and poses a serious threat to our well-being – someone we may even see as evil.”
– Robert Mnookin
In business terms, an act is “evil” if:
The perpetrator has deliberately set out to inflict harm.The harm done is serious and substantial.There is no adequate justification or rationale for it.Keep in mind when someone does something evil to us or to our organization, we make judgment calls in two different ways:
Both modes of perceiving reality and making decisions have their advantages and disadvantages and it is when the two are used together in tandem that the greatest benefits can be derived. As a basic rule-of-thumb, intuitive decisions get to be made quickly whereas analytical decisions take much more time and effort to come up with an answer.
“You can’t rely on hindsight to know whether you’re making a wise decision. A wise decision can turn out badly; it happens all the time. And a stupid decision can have a good outcome, you can be lucky. So the test of wisdom cannot be whether you’re proven right in the end. The test is, Did you think it through?”
– Robert Mnookin
“Does every person who commits an evil act by definition become an evil person? I think not. Instead, I would call someone an evil person only if by disposition he or she repeatedly commits evil acts.”
– Robert Mnookin
To resolve a conflict, there are three challenges you have to overcome:
