By David A. Lax
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Additional info for 3-d Negotiation: Powerful Tools to Change the Game in Your Most Important Deals
On his terms. Despite its tough aspects, Stemberg’s approach did not rupture relationships with his venture investors; for example, Bain’s Mitt Romney served on the Staples board for years. And the ultimate success of his table-resetting effort would also have a beneficial impact the next time he approached potential financial backers. (Hey, guys—I’ve already proven I can get the money somewhere else. ) Of course, there’s a lot more to getting the right scope (parties, interests, no-deal options) and sequence than we’ve included here.
If the setup at the table isn’t promising, this calls for moves to reset it more favorably. As we’ll show you, a superior setup plus the right tactics can yield remarkable results that would be unattainable by purely tactical means, however skillful. So 3-D Negotiation is our effort to crystallize this very different set of insights and skills about setup and deal design, as well as tactics. These ideas come from the field—where you are—but they are scrutinized and tested by a wide range of people with strong ideas about negotiation, or lots of practical experience, or both.
The following section (chapters 8 to 11) shows you how to design value-creating deals on the drawing board (the second dimension). Chapters 12 and 13 show you how to bring these deals into being at the table by stressing problem-solving tactics (the first dimension). Our final section (chapters 14 and 15) demonstrates how to put it all together with a deeper look at 3-D strategies in practice. Throughout this book, you will find that we frequently draw on our advisory experience and on real cases that we know well to illustrate the practical use of virtually every aspect of our 3-D framework.