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By positioning your demands within the worldview your counterpart uses to make decisions, you show them respect and that gives you attention and results.

Freestyle decisions at the highest levels are… – by their nature – uniquely creative acts.

…organizations should encourage [the] exchange [of information] by making people less, not more, deferential to power in the way decisions are arrived at.

Being partners has… a number of different attributes, including open communications up, down, and across the organization, joint decision making, mutual assistance, and respectful interaction.

…the difficult challenge of deciding whether to pivot or persevere. This is one of the hardest decisions entrepreneurs face.

When people are forced to change against their better judgment, the process is harder, takes longer, and leads to a less decisive outcome.

…studies show that people actually make more accurate and creative decisions when they’re choosing on behalf of others than themselves.

…on average, happier people earn more money, get higher performance ratings, make better decisions, negotiate sweeter deals, and contribute more to their organizations.

The unstated need to protect a treasured opinion (by discounting crucial disconfirming data) drives shared blind spots that lead to bad decisions.

Smart risks are based on wide and voracious data-gathering checked against a gut sense; dumb decisions are built from too narrow a base of inputs.