 |
Research shows that when we have to explain the procedures behind our decisions in real time, we think more critically and process the possibilities more thoroughly.
|
217 |
 |
Rethinking is more likely when we separate the initial decision makers from the later decision evaluators.
|
219 |
 |
Escalation of commitment happens because we’re rationalizing creatures, constantly searching for self-justifications for our prior beliefs as a way to soothe our egos, shield our images, and validate our past decisions.
|
229 |
 |
Deciding to leave a current career path is often easier than identifying a new one.
|
235 |
 |
It takes humility to reconsider our past commitments, doubt to question our present decisions, and curiosity to reimagine our future plans.
|
243 |
 |
Making sound decisions fast and at low cost is a competitive advantage everywhere.
|
92 |
 |
…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.
|
129 |
 |
Decision-making is difficult and time-consuming at best. Where each decision not only involves yielding to the other side but will likely produce pressure to yield further, a negotiator has little incentive to move quickly.
|
7 |
 |
Without communication there is no negotiation. Negotiation is a process of communicating back and forth for the purpose of reaching a joint decision.
|
35 |
 |
Interests motivate people; they are the silent movers behind the hubbub of positions. Your position is something you have decided upon. Your interests are what caused you to so decide.
|
43 |
