Clearly, the danger for a business leader who is trying to reach an agreement with a single-source supplier, close a multibillion-dollar deal with a target company before its stock dives any further,
or renegotiate prices with a dissatisfi ed customer differs from that for a soldier negotiating with villagers for intelligence on the source of rocket attacks. But the perception of danger prompts business and military leaders to resort to the same kinds of behavior.
Both commonly feel pressure to make rapid progress, project strength and control (especially when they have neither), rely on coercion rather than collaboration, trade resources for cooperation rather than get genuine buy-in, and off er unilateral concessions to mitigate possible threats.