Negotiating With The Enemy

"A very good attempt to give a coherent and consistent account of the China-U.S. contacts during the Cold War.... [R]eaders will certainly gain a better understanding of this interesting and intricate history." -- Zhou Wenzhong, Chinese Ambassador to the United States Few relationships during the Cold War were as dramatic as that between the United States and China. During World War II, China was America's ally against Japan. By 1949, the two countries viewed each other as adversaries and soon faced off in Korea. For the next two decades, Beijing and Washington were bitter enemies. Negotiating with the Enemy is a gripping account of that period. On several occasions -- Taiwan in 1954 and 1958, and Vietnam in 1965 -- the nations were again on the verge of direct military confrontation. However, even as relations seemed at their worst, the process leading to a rapprochement had begun. Dramatic episodes such as the Ping-Pong diplomacy of spring 1971 and Henry Kissinger's secret trip to Beijing in July 1971 paved the way for Nixon's historic 1972 meeting with Mao.

The must-read summary of Robert Mnookin's book: "Bargaining with the Devil: When to Negotiate, When to Fight". This complete summary of the ideas from Robert Mnookin's book "Bargaining With the Devil" shows that in the business world, people and companies are often faced with conflict, and the emotions that surround these can make it hard to stand back and assess the best course of action. For instance, when should one just accept and move on, and when should one negotiate or go straight to warfare? This summary points out a decision-making framework to assist in such situations. It lays out three challenges which you must overcome before making a decision on when to negotiate: 1) Untangle your emotions from the situation, 2) Analyze costs and benefits of negotiating versus other viable alternatives, 3) Address the moral and ethical issues involved in deciding whether to negotiate with an enemy. With this logical summary of Mnookin’s book, you will be able to avoid falling into traps and will be able to enter negotiations with confidence that you have enough backing to support your decision. Added-value of this summary: • Save time • Understand the key concepts • Increase your business knowledge To learn more, read "Bargaining with the Devil" and improve your negotiation skills.

The art of negotiation—from one of the country’s most eminent practitioners and the Chair of the Harvard Law School’s Program on Negotiation. One of the country’s most eminent practitioners of the art and science of negotiation offers practical advice for the most challenging conflicts—when you are facing an adversary you don’t trust, who may harm you, or who you may even feel is evil. This lively, informative, emotionally compelling book identifies the tools one needs to make wise decisions about life’s most challenging conflicts.

Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement.

“Offers practical guidance for how to work with diverse others, which is a precondition for confronting many of the complex challenges we face.” —Morris Rosenberg, President, Pierre Elliott Trudeau Foundation Collaboration is increasingly difficult and increasingly necessary. Often, to get something done that really matters to us, we need to work with people we don’t agree with or like or trust. Adam Kahane has faced this challenge many times, working on big issues like democracy and jobs and climate change and on everyday issues in organizations and families. He has learned that our conventional understanding of collaboration—that it requires a harmonious team that agrees on where it’s going, how it’s going to get there, and who needs to do what—is wrong. Instead, we need a new approach to collaboration that embraces discord, experimentation, and genuine cocreation—which is exactly what Kahane provides in this groundbreaking and timely book. “Kahane shows that people who don’t see eye-to-eye really can come together to solve big challenges. Whether in our businesses, our governments, our communities, or our personal lives, we can all benefit from this smart and timely book.” —Mark Tercek, former President, The Nature Conservancy and coauthor of Nature’s Fortune “Shows us how thinking and seeing differently can help us navigate this challenging landscape. Kahane abandons orthodoxy in taking on the most intransigent problems, showing us the path to effective action in a complex world.” —James Gimian, coauthor of The Rules of Victory “Collaborating with the Enemy belongs on the same shelf as Sun Tzu’s The Art of War and Machiavelli’s The Prince.” —Stephen Huddart, President, The J.W. McConnell Family Foundation

The definitive book on Obama's historic nuclear deal with Iran from the author of the Foreign Affairs Best Book on the Middle East in 2012 This timely book focuses on President Obama's deeply considered strategy toward Iran's nuclear program and reveals how the historic agreement of 2015 broke the persistent stalemate in negotiations that had blocked earlier efforts. The deal accomplished two major feats in one stroke: it averted the threat of war with Iran and prevented the possibility of an Iranian nuclear bomb. Trita Parsi, a Middle East foreign policy expert who advised the Obama White House throughout the talks and had access to decision-makers and diplomats on the U.S. and Iranian sides alike, examines every facet of a triumph that could become as important and consequential as Nixon's rapprochement with China. Drawing from more than seventy-five in-depth interviews with key decision-makers, including Iran's Foreign Minister Javad Zarif and U.S. Secretary of State John Kerry, this is the first authoritative account of President Obama's signature foreign policy achievement.

After a war breaks out, what factors influence the warring parties' decisions about whether to talk to their enemy, and when may their position on wartime diplomacy change? How do we get from only fighting to also talking? In The Costs of Conversation, Oriana Skylar Mastro argues that states are primarily concerned with the strategic costs of conversation, and these costs need to be low before combatants are willing to engage in direct talks with their enemy. Specifically, Mastro writes, leaders look to two factors when determining the probable strategic costs of demonstrating a willingness to talk: the likelihood the enemy will interpret openness to diplomacy as a sign of weakness, and how the enemy may change its strategy in response to such an interpretation. Only if a state thinks it has demonstrated adequate strength and resiliency to avoid the inference of weakness, and believes that its enemy has limited capacity to escalate or intensify the war, will it be open to talking with the enemy. Through four primary case studies—North Vietnamese diplomatic decisions during the Vietnam War, those of China in the Korean War and Sino-Indian War, and Indian diplomatic decision making in the latter conflict—The Costs of Conversation demonstrates that the costly conversations thesis best explains the timing and nature of countries' approach to wartime talks, and therefore when peace talks begin. As a result, Mastro's findings have significant theoretical and practical implications for war duration and termination, as well as for military strategy, diplomacy, and mediation.