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Alas, faced with the unknown, the parties may well proceed toward the deal by simply ignoring the problem. The deal is done... "And then, a miracle occurs" determines its reality. The celebration is premature and indeed even foolish until the agreement works and its effect on the corporate bottom line is established. That, after all, is the point of any real "deal" and that understanding, of course is also the goal of this book.
You will find a lengthy list of suggestions on how to protect against honoring a culture of "doing deals" and how to substitute a culture of negotiating for successful implementation. Corporate negotiators will recall many of their illustrations, For examples, I recall the horrors of negotiations in which the other parties later had to confess to predicating the deal on their part on the expectations of the accomplishment of "stretch" objectives which proved unmovable, in practice. I recall the shock of learning that the implementation team of the new partner was never consulted until the deal was done and what had been agreed between the negotiators proved undoable.
I also recall, members of my own corporation presenting deals without a shred of implementation support. Asked to explain, their excuses ranged throughout the authors' description of the pantheon of the bizarre and the futile. This is a first-rate book on a critical topic.
John D. Baker, Ph.D.
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Copyright © 2007 John D. Baker
Copyright © 2007, The Negotiator Magazine