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Negotiation Made Simple
Welcome to Negotiation Made Simple where we help you master the art of negotiation and win your next deal. Over the last 15 years, John Lowry has helped thousands of people in Fortune 500 companies master the art of negotiation. Now, he wants to help you. Through this podcast, he will teach you the skills you need to become a master negotiator. Every episode, explore practical tips that will help make negotiation easier, give you more confidence, and ensure you win the deal not just in your professional life, but in all corners of your life. We’ll also have some fun along the way with Q&As, interviews, and coaching sessions. Whether you know it or not, there’s too much at stake for you not to master negotiation, so tune in every week here on Negotiation Made Simple.
Negotiation Made Simple
The Power of Unpredictability: Should You Use This Strategy?
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In the realm of negotiations, the balance between predictability and unpredictability can often dictate the power dynamics and outcomes. This exploration delves into the strategic merits of both approaches, using the intriguing case of Richard Nixon's Madman Theory as a pivotal example.
Richard Nixon, the 37th President of the United States, adopted what became known as the Madman Theory during his tenure. He aimed to make adversaries believe he possessed a reckless streak, capable of irrational actions if pushed to his limits. By cultivating this image, Nixon hoped to sway geopolitical negotiations in his favor, particularly in the context of the Vietnam War and Cold War tensions. His administration leaked information and behaved in ways that suggested Nixon was unpredictable and might resort to extreme measures, including nuclear options, if he felt it necessary to protect national interests.
This strategy, steeped in psychological manipulation, serves as a case study in the power of unpredictability. It highlights how the perception of being capable of drastic, unanticipated actions can coerce opponents into concessions, fearing the unpredictable consequences of not reaching an agreement.
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