Chapter 1. THE GOAL IS NOT A GOOD DEAL, BUT A GOOD OUTCOME

When I began working as a professional negotiator, I envisaged myself making deals: helping companies reach strong and profitable commercial agreements. Instead, I was inundated with contractual disputes, business alliances in trouble, partnerships on the rocks. The disputes ranged from relatively small local purchase and sales transactions to multimillion-dollar international ventures bound by detailed contracts; from recent fallings-out to old battles that had nearly exhausted the parties in courts. Yet, despite this diversity, they had one important thing in common: they had all started out with "yes."

The phenomenon transformed my view of negotiation. Until then I had focused on negotiation ...

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