"Four questions form the backdrop for shifting negotiations into possibility-driven and hopeful modes of problem solving and teamwork: What's possible? Who cares? Who might care? How might we get there? This is where my work begins." In a new career chapter, DealPoint founder Fred brings together his legal skills, decades of contract negotiation experience and deep interests in strategy, problem-solving and improving negotiation processes in pursuit of a singular vision. Through DealPoint, he offers legal and consulting services to help organizations negotiate commercial contracts efficiently and effectively. And for individuals who are business owners, employees or independent contractors, he offers coaching to help them achieve better outcomes in contractual relationships, better preserve their legal rights and better manage their legal risks. A self-described synthesizer and outside-the-box thinker, Fred Williams started creating The DealPoint Law Firm  model with a commitment to righting a number of imbalances, starting with the imbalance prevailing in transactional business negotiations between the over-emphasized adversarial focus on short-term client gains at the expense of the other party or parties, on one side of the imbalance; on the other side is a less-emphasized, more collaborative focus on the higher long-term gains that might be possible through integrative thinking and more comprehensive buy-in. As Fred designed the model, informed by his six sigma blackbelt training, the firm's mission came into sharper focus -- a solution-based approach, integrating negotiation, problem-solving and conflict management. Other concerning imbalances are: (i) between the ability of large enterprises, often publicly held, to cost-effectively obtain the level of legal services needed for their success and that of smaller companies and (ii) between the ability of a dominant, often better funded company owner to harness legal resources and that of the less financially or legally dominant but often stronger contributor to the company's founding, brand, inventions or day-to-day operations. Perhaps counter-intuitively, these imbalances can work to the detriment not only of the seemingly disadvantaged party but that of the party seeming to hold the greater power in the relationship. This happens through the corrosive effect substantial power differentials can have in interdependent relationships.