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For speed and agility, you need a fundamentally different way to gather information, make decisions, and implement decisions that have some strategic significance.
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23 |
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…our decisions and actions always increase the probability of what we call ‘luck,’ good or bad.
|
54 |
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One way or another, the customer will make a decision. If the solution benefits her – as it must – she will buy.
|
41 |
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Negotiating under the banner of win-win, you’ll have no way of knowing if you’ve made good and necessary decisions leading up to the compromise.
|
9 |
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This is precisely how any practitioner learns his or her craft: through practice, study, making good and bad decisions, correcting the bad ones, more practice, more study, more decisions, more corrections.
|
12 |
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It is absolutely imperative that you as a negotiator understand the importance of this point. You do NOT need this deal, because to be needy is to lose control and make bad decisions.
|
22 |
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In Japan, where negotiation is revered almost as a cultural art form, it is said that we should make all of our decisions with the stomach – hara – never with the head or with the heart.
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43 |
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In a negotiation, decisions are 100 percent emotional. Yes, 100 percent. Research psychologists have proved this beyond doubt.
|
43 |
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Our so-called rational mind kicks in only after we’ve made the decision, in order to justify it after the fact.
|
44 |
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Negotiations and even decision making do begin with emotions. Emotions are rampant, they are at the root of our initial decisions, they are unreliable, they are even destructive, but these emotions do not have to be the final word.
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45 |
