Don’t take a piece of paper to a knife-fight: Difference between revisions

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{{Anat|negotiation}}One of the [[JC]]’s {{t|maxim}}s. If you have a real business {{t|risk}}, then you need a real business control for it. Not a [[piece of paper]] that you signed in 2007 and then stuck in a draw.  
{{A|negotiation|}}One of the [[JC]]’s {{t|maxim}}s. If you have a real business {{t|risk}}, then you need a real business control for it. Not a [[piece of paper]] that you signed in 2007 and then stuck in a draw.  


You can support your operational controls with a stout legal {{t|contract}}, but sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of [[hedging]] against a real risk.
You can support your operational controls with a stout legal {{t|contract}}, but sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of [[hedging]] against a real risk.

Revision as of 12:50, 28 November 2018

Negotiation Anatomy™


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One of the JC’s maxims. If you have a real business risk, then you need a real business control for it. Not a piece of paper that you signed in 2007 and then stuck in a draw.

You can support your operational controls with a stout legal contract, but sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of hedging against a real risk.

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