 |
Mission and purpose drives vision for all parties, and vision drives effective decision making for all parties. It’s as simple as that.
|
85 |
 |
If every decision you make – even one that doesn’t turn out well – is in the service of a sound mission and purpose, you cannot go wrong, not in the long run.
|
88 |
 |
The critical assessment of daily actions and decision making pinpoints weaknesses, works with strengths, and develops self-esteem.
|
99 |
 |
No vision, no real decision: this is a rule of human nature.
|
103 |
 |
As a negotiator, questions are the fuels we use to lead the adversary to a vision that will serve as a catalyst for a decision.
|
103 |
 |
People make decisions in order to alleviate and take away this current or future problem – this pain.
|
160 |
 |
The clearer your adversary’s vision of his pain, the easier the decision-making process.
|
170 |
 |
No matter how good an appointment or meeting looks or sounds at first blush, it must meet the criteria of validity. If it doesn’t offer the prospect of producing results you can measure, it has to go.
|
189 |
 |
…the decision-making process within your adversary’s organization must be discovered and understood at the very beginning of the negotiation, or as soon thereafter as possible.
|
203 |
 |
As a rule, the bigger the organization the more complex and confusing the decision-making process can be.
|
204 |
