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Submitted By: Shailesh Aggarwal NMP 77

Cuban Missile Crisis

1962. The U.S. placed nuclear missiles in the U.K., Italy, and
Turkey with the capability to strike Moscow.
The Soviet Union began to build missiles bases in Cuba for
ballistic nuclear missiles with the ability to strike most
of the continental United States.
The U.S. is considering the following options: pressure
diplomatically the Soviet Union to remove the missiles,
attack the missile bases by air, set up a naval blockade
of Cuba, invade Cuba. Cuba and the Soviet Union, who
supplied the missiles, claim that Cuba has a right to
protect itself from a potential U.S. attack.
A. Positions
Possible interests

Cuban Missile Crisis

Possible Interests

Soviet Union

- Security

-prevent U.S. attack of Soviet


- protect the U.S. from easy, first

strike missile attack

prevent the Soviet Union from

placing nuclear weapons close
to the U.S.
-maintain image as a world

prevent U.S. invasion of Cuba

support other Communist


maintain image as a world


Cuban Missiles Resolution

Publicly, the Soviets dismantled their offensive
weapons in Cuba and return them to the Soviet
Union, subject to UN verification, in exchange for
a U.S. public declaration and agreement to never
invade Cuba.
Secretly, the U.S. agreed that it would dismantle all
U.S.-built Thor and Jupiter IRBMs deployed in
Europe and Turkey.


In most cases Behavior that appears

to be irrational has a rational Albeit
Hidden cause.
You are not stupid, You are Ignorant

Mistake -1 They are not Irrational, They are uniformed

Eg:- The tussle between the employee and employer can lead to loss on any end
if the behavior is irrational. But important is the lack of credible information.
Education, Informing, about true interests of the individual, consequences of their
actions, with the strength of our BATNA- can lead to better decisions.

Mistake 2:- They are not Rational, They have Hidden
Eg:- A firm loses a star employee as it refuses to raise salary as per
competitor, it may be constrained by HR policy that stop them
creating huge differential in the firm.
Mistake 3 : They are not Irrational , They have hidden
Eg:- After promoted by employer without at par benefits, star
employee took it as fake promotion and resigned, so managers
failed to appreciate, that money and status were not only the
concern, but she also cared about perception of fairness and equity.

IF its Really a irrational then try to push through an agreement

despite his irrationality, You can try to go around him, or you may
decide to pursue your BATNA because his irrationality has
eliminated all hope of creating value.

1. If there is no Trust you will get nothing done.
2. Distrust a major obstacle to negotiation. But
it can be regained.
Two categories:1, Distrust of anothers character
2. Distrust of anothers competence
1. Rebuilding Trust is to diagnose the distrust that exists.
2. If someone cannot be trusted on the critical
dimensions, you must either fix the trust problem or
consider your alternative.
3. Once you have diagnose the source of distrust, you
can identify the steps needed to regain it.
4. Identify and Eliminate the source of Distrust, trust
can clearly be re built.

Dealing With Anger

Negotiations often confront Counterparts who
are angry or upset.

Strategy-1 :- Seek To understand why they

are angry
Strategy 2- Give Voice to the Anger
Strategy 3- Sidestep the Emotion
Strategy 4:- Help them Focus on their true
underlying interests.