Negotiating the Nonnegotiable

Résumé du livre

Daniel Shapiro founded the Harvard International Negotiation Program and is an associate professor of psychology at Harvard Medical School. He is also a consultant for Fortune 500 companies and various public institutions, and has created several conflict resolution initiatives in Asia, Europe and the Middle East.

Disagreements are an inherent part of life, often fueled by the interplay of rationality, emotion, and identity. While logic (*homo economicus*) and emotion (*homo emoticus*) are traditionally seen as the primary drivers of conflict, identity (*homo identicus*), particularly when tied to tribalism, plays a profound role in escalating disputes. Experiments reveal how quickly tribal bonds form, making compromise difficult as individuals prioritize group identity over collaboration, even in high-stakes scenarios. This tribal mentality, amplified by phenomena like dizziness—a state of fixation on conflict—can cloud judgment, while taboos and personal narratives further entrench divisions. Addressing these dynamics requires self-awareness, open dialogue, and strategies like creative introspection and the SAS system, which help reconcile differing identities. By understanding these layers of conflict, we can foster cooperation and navigate even the most challenging disagreements. The next chapter delves deeper into the role of taboos in shaping identity and conflict.

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