Game-theory stratagems for middle-management hard ball--or, advanced, specialized application of material in Decisions, Decisions (co-authored with John Coplans) and Having It Your Way. Bell, chairman of the Department of Management at Fordham's Graduate School of Business Administration, starts out with a basic principle: ""For each of your choices, consider only what you don't want but are afraid you might get, and pick the alternative that looks best when viewed in this light."" This principle, we're told, will have 29 corollaries. But Part I, ""Deciding,"" immediately suggests its ramifications--the riskier choice, for instance, may work best for you (if you want action, not security)--and quickly plunges the reader into a host of tricky business situations. ""How about the person who doesn't have a job but has two prospects? One is immediate, but he's not too keen on it, the other isn't for sure but he'd really like to have it."" Whether or not to ask for a promotion? ""If I sit around waiting, I may never get the promotion and may never really know how I stand. This is obviously the worst situation. What the hell am I sitting around here thinking about it for?"" (In the aftermath, the answers may be obvious.) Getting much tougher, Bell tells endangered Gloria to defend both her own record and the present organizational structure--without knowing if her rival has attacked her personally. (In Bell's scenario, he was a ""gentleman and a fool"" not to.) The cases make for snappy corporate-war entertainment--and some of the guidelines could indeed be followed to advantage.