Although recent literature on artificial intelligence and knowledge representation has attracted a great deal of attention from many communities on this subject, the results of these studies depend on the number of agents involved. The mechanism for obtaining agreement has been widely studied in the theatre-like gaming community, but only for quantitative objects that need to be negotiated. Win one side of the other. The loser (not always the inventor) can then begin to behave in a way that prevents the agreement from functioning properly. It is therefore much better for the company and the inventor to aim for a result that satisfies both parties. Some negotiating experts would make you believe that a mutually beneficial agreement is an agreement in which each party takes as much of a finished pot of resources as possible and calls it one day. Negotiators often fail to reach a mutually beneficial agreement because they bring a win-win mentality to the negotiating table. It is true that negotiators have no choice but to haggle over a single subject in a small number of agreements and disputes, and that is usually the price to pay. For example, if you`re trading the price of a rug in a foreign bazaar, you may have trouble finding ways to expand the conversation and put other topics on the table. It is essentially an interim agreement, documented in plain language. Its aim is to identify the figures, conditions and conditions that you and the company are generally satisfied with. Although contract bargaining leaders generally operate better without formalities or legal representation on both sides, you should rely on the “off-stage” advice of your patent lawyer and other legal representatives throughout the process.
It may be helpful to have other members of your team present for a period of time. How can we create value at the negotiating table and reach a mutually beneficial agreement? Here are three tips from Max H. Bazerman of Harvard Business School: In the trading program, we invite you to aim higher by combining these competitive values with creating collaborative value. Not because it is the “nice” thing, but because it has proven to be the best way to reach an agreement that is truly beneficial to both parties. Contract managers are not final and legally binding, so you should never allow the company to operate or “work” your IP address in any way until a full agreement is signed. During negotiations, discuss with your legal representatives the possible effect of any clause.