Tim Carr, an American working for a defense company based in the midwestern United States, was about to enter a sensitive bargaining session with a high-level Saudi Arabian customer, but he wasn’t particularly concerned. Carr was an experienced negotiator and was well-trained in basic principles: Separate the people from the problem. Define your BATNA (best alternative to a negotiated agreement) up front. Focus on interests, not positions. He’d been there, read that, and done the training.The lengthy phone call to Saudi Arabia proceeded according to plan. Carr carefully steered the would-be customer to accept the deal, and it seemed he had reached his goal. “So let me just review,” he said. “You’ve agreed that you will provide the supplies for next year’s project and contact your counterpart at the energy office to get his approval. I will then send a letter….Next you’ve said that you will….” But when Carr finished his detailed description of who had agreed to what, he was greeted with silence. Finally a soft but firm voice said, “I told you I would do it. You think I don’t keep my promises? That I’m not good on my word?”That was the end of the discussion—and of the deal.