Betting the Company

Acknowledgments CHAPTER 1: ELEMENTS OF COMPLEX NEGOTIATION 1.1 When good deals go bad 1.2 The nature of negotiation 1.3 The problem of complex negotiations CHAPTER 2: NON-RATIONAL JUDGMENTS 2.1 Heuristics - When our mental shortcuts get us into trouble 2.2 Professional biases - How training colors our world 2.3 Personality and emotion - Nobody's Spock CHAPTER 3: MULTI-PARTY NEGOTIATIONS 3.1 Multi-lateral negotiations - More people, more problems 3.2 Team negotiations - None of us is as dumb as all of us. I love my team/I hate my team 3.3 Negotiations with organizational constituents - Behind the table 3.4 Practical suggestions CHAPTER 4 - MULTIPLE DECISIONS 4.1 Multiple options 4.2 Multiple issues 4.3 Agendas - The Secret Weapon 4.4 Practical applications CHAPTER 5 - TRANSACTIONS OVER TIME 5.1 Path dependence - Starting points matter 5.2 Time asymmetries - Why someone prefers to go slow 5.3 Exogenous shocks - What happens when stuff happens 5.4 Learning - Why some conflict may not be so bad 5.5 Sequential strategy - Why it pays to be nice 5.6 Practical implications CHAPTER 6 - REGULATED NEGOTIATIONS 6.1 Information and disclosure - basic concepts 6.2 Obligations/duties to constituents (corporate law) 6.3 Conduct of negotiations 6.4 What written agreement looks like (contract law/rules of evidence) 6.5 Content of deal (tax/specific regulations) 6.6 Practical implications CHAPTER 7 - INTER-CULTURAL NEGOTIATIONS 7.1 Organizational culture - The Personality of the Organization 7.2 National culture - You can take the boy out of Iowa ... CHAPTER 8 - GRAND STRATEGY 8.1 Primary purpose 8.2 Scorecard 8.3 Internal capacity assessment 8.4 Best alternatives 8.5 Materiality/leverage CHAPTER 9 - INTELLIGENCE 9.1 What to Look For 9.2 How to Find It. CHAPTER 10 - TACTICAL MOVES 10.1 Deploying resources 10.2 Process - The importance of project management 10.3 Putting things in motion 10.4 Approaching the Other Side 10.5 In the Room 10.6 Put into action Index