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Sign Here: The Enterprise Guide to Closing Contracts Quickly: Difference between revisions
Sign Here: The Enterprise Guide to Closing Contracts Quickly (view source)
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{{a|book review|}}{{br|Sign Here: The Enterprise Guide to Closing Contracts Quickly}} — {{author|Alex Hamilton}}{{c3|Design|The Devil’s Advocate|Management}} | {{a|book review|}}{{br|Sign Here: The Enterprise Guide to Closing Contracts Quickly}} — {{author|Alex Hamilton}}{{c3|Design|The Devil’s Advocate|Management}} | ||
It’s a nice snappy title and excellent cover design, but in calling his book “sign here”, and not “everything you need to know about designing commercial legal process in the twenty first century” Alex Hamilton has sold himself short. This is a really good book, filled with counter-intuitive insights which have you jumping off in directions you didn’t expect. I | It’s a nice, snappy title and excellent cover design, but in calling his book “sign here”, and not “everything you need to know about designing commercial legal process in the twenty first century”, {{author|Alex Hamilton}} has sold himself short. This is a really good book, filled with counter-intuitive insights which have you jumping off in directions you didn’t expect. I ruined my copy in a weekend walking round the local park scribbling gnomic revelations on it (and occasionally walking into trees). | ||
What I liked about it especially is that so much of it focuses not on [[legal services delivery|legal services ''delivery'']] — which every other thought leader ibsesses about — but the ''design'' and ''content'' of legal processes, with a view to optimising their ''outcome''. Legal service is not pizza. No one cares about the ''box''. | What I liked about it especially is that so much of it focuses not on [[legal services delivery|legal services ''delivery'']] — which every other thought leader ibsesses about — but the ''design'' and ''content'' of legal processes, with a view to optimising their ''outcome''. Legal service is not pizza. No one cares about the ''box''. | ||
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===Contracts and scalability=== | ===Contracts and scalability=== | ||
Hamilton compares the traditional approach to contract negotiation with his “RADICAL” approach — I can take or leave mnemonics, but this one isn’t bad— in what they do to help ''scale'' your legal operation: to what degree you can be sure individual client contracts will conform with each other to provide a robust platform across your business, allowing you to concentrate on building and managing your customer relationships. | |||
Traditionally you go out with an “optimal” position — meaning one that is practically outrageous, however much the concept might make your risk officer’s heart sing — and presume you will have to negotiate away from it. The theory is even, sometimes, to have something you can easily give a customer so it feels like it has won something. | |||
[[Behavioural economics|behavioural economists]] like this idea: it gets the “anchoring” right, and some believe inflaming and then quickly redressing a grievance yields more relationship capital than just being a good sport from the get-go. | |||
But these are superficial advantages, if they are even true at all.<ref>The heady days when nudge solved everything are in the rear-view mirror nowadays: Cass Sunstein and Dan Ariely, and even Daniel Kahneman himself have been on the wrong end of recent invective.</ref> It will leave you with a portfolio of contracts with variable terms, negotiated at cost and time | |||