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Betting the company [[electronic resource]] : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire
| Betting the company [[electronic resource]] : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire |
| Autore | Trask Andrew |
| Pubbl/distr/stampa | Oxford, England ; ; New York, : Oxford University Press, c2013 |
| Descrizione fisica | 1 online resource (873 p.) |
| Disciplina | 346.7307 |
| Altri autori (Persone) | DeGuireAndrew |
| Soggetto topico |
Commercial law - United States
Negotiation in business - United States |
| Soggetto genere / forma | Electronic books. |
| ISBN |
0-19-932398-4
0-19-996758-X 0-19-026005-X |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover Page; Title Page; Copyright Page; Dedication; Contents; Acknowledgments; 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; 2. Nonrational Judgments; 2.1 Heuristics-When Our Mental Shortcuts Get Us into Trouble; 2.1.1 Priming and Anchoring-Taking Cues from Context; 2.1.2 Hyperbolic Discounting-Birds in Hands; 2.1.3 Loss Aversion; 2.1.4 Herding Behavior and Normality Bias-The Lemming Urge; 2.2 Professional Biases-How Training Colors Our World; 2.2.1 Businesspeople; 2.2.1.1 Executives
2.2.1.2 Entrepreneurs2.2.2 Lawyers; 2.3 Personality and Emotion-Nobody Is Spock; 2.3.1 Personal Attraction-Don't Fall in Love with the Deal; 2.3.1.1 Charisma; 2.3.1.2 Trust; 2.3.2 Personal Animosity-"That F@%ing Guy"; 2.3.2.1 Anger; 2.3.3 Overconfidence-Everyone's Above Average; 2.3.3.1 Practical Implication; 2.4 Conclusion; 3. Multiparty Negotiations; 3.1 Multilateral Negotiations-More People, More Problems; 3.1.1 Auctions-What's Your Bet on the Future?; 3.1.2 Necessary Third Parties-You Can't Avoid the Tollbooths; 3.1.3 Spoilers-The People from Left Field 3.2 Team Negotiations-I Love My Team/I Hate My Team3.3 Negotiations with Organizational Constituents-Behind the Table; 3.3.1 Board of Directors; 3.3.2 Lawyer-Client Relationship; 3.3.3 Shareholders; 3.3.4 The Other Side's Constituents; 3.4 Practical Applications; 3.5 Conclusion; 4. Multiple Decisions; 4.1 Multiple Options; 4.1.1 More Options, More Problems; 4.1.2 Filtering; 4.1.3 Information Leaks; 4.2 Multiple Issues; 4.2.1 Contingent Issues-Do Not Pass Go; 4.2.2 Linking Issues-Leverage; 4.2.3 Subtracting Issues-Making Things Simpler; 4.3 Agendas-The Secret Weapon 4.3.1 Sequential vs. Simultaneous Negotiations- Chess vs. "Rock, Paper, Scissors"4.3.2 Strategic Ordering; 4.4 Practical Applications; 4.5 Conclusion; 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; 5.7 Conclusion; 6. Regulated Negotiations; 6.1 Information and Disclosure-Basic Concepts; 6.2 Obligations/Duties to Constituents (Corporate Law) 6.2.1 The Corporate Form6.2.1.1 Board of Directors; 6.2.2 The Duty of Loyalty; 6.2.3 The Duty of Care; 6.2.4 The Business Judgment Rule; 6.2.5 Other Duties to Constituents (Lawyers' Duty to Clients); 6.3 Conduct of Negotiations; 6.3.1 Anticorruption Laws; 6.3.2 Class Action Settlements; 6.4 What Written Agreement Looks Like (Contract Law/Rules of Evidence); 6.4.1 Contract Law; 6.4.2 Evidence; 6.5 Content of Deal (Tax/Specific Regulations); 6.6 Practical Implications; 6.7 Conclusion; 7. Intercultural Negotiations; 7.1 Organizational Culture-The Personality of the Organization 7.1.1 Values-The Principles that Guide |
| Record Nr. | UNINA-9910453398903321 |
Trask Andrew
|
||
| Oxford, England ; ; New York, : Oxford University Press, c2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Betting the company [[electronic resource]] : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire
| Betting the company [[electronic resource]] : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire |
| Autore | Trask Andrew |
| Pubbl/distr/stampa | Oxford, England ; ; New York, : Oxford University Press, c2013 |
| Descrizione fisica | xiii, 347p |
| Disciplina | 346.7307 |
| Altri autori (Persone) | DeGuireAndrew |
| Soggetto topico |
Commercial law - United States
Negotiation in business - United States |
| ISBN |
0-19-932398-4
0-19-996758-X 0-19-026005-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910790835403321 |
|
Trask Andrew
|
||
| Oxford, England ; ; New York, : Oxford University Press, c2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Betting the company : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire
| Betting the company : complex negotiation strategies for law and business / / Andrew Trask, Andrew DeGuire |
| Autore | Trask Andrew |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Oxford, England ; ; New York, : Oxford University Press, c2013 |
| Descrizione fisica | xiii, 347p |
| Disciplina | 346.7307 |
| Altri autori (Persone) | DeGuireAndrew |
| Soggetto topico |
Commercial law - United States
Negotiation in business - United States |
| ISBN |
0-19-932398-4
0-19-996758-X 0-19-026005-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- Acknowledgments -- 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 -- 2. Nonrational Judgments -- 2.1 Heuristics-When Our Mental Shortcuts Get Us into Trouble -- 2.1.1 Priming and Anchoring-Taking Cues from Context -- 2.1.2 Hyperbolic Discounting-Birds in Hands -- 2.1.3 Loss Aversion -- 2.1.4 Herding Behavior and Normality Bias- The Lemming Urge -- 2.2 Professional Biases-How Training Colors Our World -- 2.2.1 Businesspeople -- 2.2.2 Lawyers -- 2.3 Personality and Emotion-Nobody Is Spock -- 2.3.1 Personal Attraction-Don't Fall in Love with the Deal -- 2.3.2 Personal Animosity-"That F@%ing Guy" -- 2.3.3 Overconfidence-Everyone's Above Average -- 2.4 Conclusion -- 3. Multiparty Negotiations -- 3.1 Multilateral Negotiations-More People, More Problems -- 3.1.1 Auctions-What's Your Bet on the Future? -- 3.1.2 Necessary Third Parties-You Can't Avoid the Tollbooths -- 3.1.3 Spoilers-The People from Left Field -- 3.2 Team Negotiations-I Love My Team/I Hate My Team -- 3.3 Negotiations with Organizational Constituents- Behind the Table -- 3.3.1 Board of Directors -- 3.3.2 Lawyer-Client Relationship -- 3.3.3 Shareholders -- 3.3.4 The Other Side's Constituents -- 3.4 Practical Applications -- 3.5 Conclusion -- 4. Multiple Decisions -- 4.1 Multiple Options -- 4.1.1 More Options, More Problems -- 4.1.2 Filtering -- 4.1.3 Information Leaks -- 4.2 Multiple Issues -- 4.2.1 Contingent Issues-Do Not Pass Go -- 4.2.2 Linking Issues-Leverage -- 4.2.3 Subtracting Issues-Making Things Simpler -- 4.3 Agendas-The Secret Weapon -- 4.3.1 Sequential vs. Simultaneous Negotiations- Chess vs. "Rock, Paper, Scissors" -- 4.3.2 Strategic Ordering -- 4.4 Practical Applications -- 4.5 Conclusion -- 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 -- 5.7 Conclusion -- 6. Regulated Negotiations -- 6.1 Information and Disclosure-Basic Concepts -- 6.2 Obligations/Duties to Constituents (Corporate Law) -- 6.2.1 The Corporate Form -- 6.2.2 The Duty of Loyalty -- 6.2.3 The Duty of Care -- 6.2.4 The Business Judgment Rule -- 6.2.5 Other Duties to Constituents (Lawyers' Duty to Clients) -- 6.3 Conduct of Negotiations -- 6.3.1 Anticorruption Laws -- 6.3.2 Class Action Settlements -- 6.4 What Written Agreement Looks Like (Contract Law/ Rules of Evidence) -- 6.4.1 Contract Law -- 6.4.2 Evidence -- 6.5 Content of Deal (Tax/Specific Regulations) -- 6.6 Practical Implications -- 6.7 Conclusion -- 7. Intercultural Negotiations -- 7.1 Organizational Culture-The Personality of the Organization -- 7.1.1 Values-The Principles that Guide -- 7.1.2 Practices-How to Go to the Bathroom -- 7.1.3 Language-The Dangers of In-Jokes -- 7.2 National Culture-You Can Take the Boy Out of Iowa . . . -- 7.2.1 Signaling Behavior -- 7.2.2 "Legitimate" Tactics -- 7.2.3 The Meanings of Actions -- 7.3 Practical Applications -- 7.4 Conclusion -- 8. Grand Strategy -- 8.1 Primary Purpose -- 8.2 Scorecard -- 8.3 Internal Capacity Assessment -- 8.4 Best Alternatives -- 8.5 Materiality/Leverage -- 8.6 Conclusion -- 9. Intelligence -- 9.1 What to Look For -- 9.1.1 Market Conditions -- 9.1.2 Market-Specific Drivers -- 9.1.3 Legal/Regulatory Regime -- 9.1.4 Competitive Dynamics -- 9.1.5 Social Factors/End Customers -- 9.1.6 Technology Changes -- 9.2 How to Find It -- 9.2.1 Public Sources -- 9.2.2 Private Information -- 9.2.3 Experts -- 9.3 Conclusion -- 10. Tactical Moves -- 10.1 Deploying Resources. 10.2 Process-The Importance of Project Management -- 10.3 Approaching the Other Side -- 10.4 Putting Things in Motion -- 10.5 In the Room -- 10.5.1 Cooperative Tactics -- 10.5.2 Coercive Tactics -- 10.6 Putting the Agreement into Action -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Z. |
| Record Nr. | UNINA-9910815731503321 |
|
Trask Andrew
|
||
| Oxford, England ; ; New York, : Oxford University Press, c2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||