Consider the following hypothetical negotiation scenarios, in which you seem to hold all the cards:

- One of your customers has just landed a lucrative new contract, and you’re the only supplier who can add a critical component to that customer’s production process.

- You own a controlling interest in a publicly traded company and are seeking to buy out the minority shareholders and take the company private [LINK to Michael Dell’s Negotiations with Shareholders article].

- You sell umbrellas, and a man in a well-tailored suit rushes into your shop at the start of a downpour.

What’s the problem, you might reasonably ask?