The shifting dynamics of the new millennium marketplace have offered corporate managers a challenge: make sense of the great uncertainty facing your organization and do so while continually growing your firm's profits within an organization that is flexible enough to tum on a dime. Managers have long been aware of the need to grow their profits, but increased uncertainty and need for flexibility have introduced an added complication. In many cases, the best way to remain flexible and protect one's long-term interests is to work with one's previous enemies. Unfortunately, in an age where old enemies are now occasionally thought of as friends, it is not apparent to many managers when it is in their best interest to compete and when to cooperate. One theoretical perspective termed "game theory" addresses this important concern.