Knowledge is power but much depends on how asymmetric it is: what do you know that others don't and vice versa. In this Inc.com article by Paul Schoemaker, senior fellow and former research director of Wharton's Mack Institute shares four strategically different levels of know-how plus some of the strategies you can use to leverage each to advantage.
Inc.: It Pays to Know What You Don't Know
If they know and you know they know there's a case of knowledge asymmetry. How do you leverage that in a negotiation?
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