Betting the company : complex negotiation strategies for law and business / Andrew Trask, Andrew DeGuire.

Includes bibliographical references and index.

Elements of complex negotiation
Non-rational judgments
Multi-party negotiations
Multiple decisions
Transactions over time
Regulated negotiations
Inter-cultural negotiations
Grand strategy
Intelligence
Tactical moves.
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 Deal2.3.2 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 Shareholders3.3.4 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 Matter5.2 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 Negotiations6.3.1 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.