Negotiation the Famous Military Strategy of \"Divide

Negotiation

The famous military strategy of "divide and conquer" doesn't just work on the battlefield. Sebenius describes the manner in which then-Treasury Secretary James Baker convened and conducted the so-called Plaza Accords in 1985 to form an international coalition that worked to solve currency problems depressing the U.S. economy: first one ally was approached and an agreement secured, then this allegiance was used to gain support with another, and this coalition of three was used to create a coalition of five, and so on. This sequencing, as Sebenius terms it, is essential in multi-party negotiations, even in situations where the choices are relatively simple or even a binary "yes/no" question. Securing the desired answer from each party in a specific order can greatly increase the likelihood of overall success and consensus, as it did in the Plaza Accords and in the Harborco negotiations that were conducted as a role-playing exercise. Such sequencing not only gives the sequencer more knowledge when it comes to bargaining position, but also more to bargain with -- more incentives that can be offered with surety, and greater clout that can be wielded through allegiances formed.

In the run-up to the first war in Iraq in the early 1990s, a certain failure of sequencing can be seen. Nations with supposed allegiances found themselves uninformed about other countries' movements, and in some cases came to agreements and took actions based on supposed but betrayed allegiances. Coalitions can be built to work towards or oppose goals, and sequencing influences both.

2.a.

Addressing gender and other discrimination concerns in a constructive manner depends upon the ability and willingness to "explore each other's stories," as Stone et al. put it. Both those who perceive discrimination and those in a position where they are forced to defend against accusations of discrimination must keep this in mind, as the "Casino" case demonstrates. Allison should make sure to tell her story, but must also listen open-mindedly to Jamie's explanations of her lower salary, project assignments and status, etc., while Jamie must be equally open to understanding Allison's perspective and how easily she might feel isolated, alienated, and unsupported as a result of the office atmosphere. Allison should ask for reasons behind decisions rather than making accusations, and Jamie should acknowledge the perception of problems while providing explanations and assurances. Complaining of discrimination can also present as close-minded selfishness, however, which is a problem.

b.