 |
Your ability to blank slate is directly related to your ability to rid yourself of expectations and assumptions, two very bad words…
|
137 |
 |
There are just a million assumptions out there, lying in wait to ambush us.
|
143 |
 |
…assumptions are perhaps even more dangerous than expectations, because they’re so subtle and insidious.
|
146 |
 |
Assumptions are like expectations in that we can’t get rid of them, but as good negotiators we can beware of them.
|
147 |
 |
…people – negotiators – make offers higher than you ever dreamed they would because of… false assumptions on their part.
|
148 |
 |
…the challenge of rethinking assumptions is surprisingly common – maybe even common to all humans.
|
7 |
 |
As the coronavirus unfolded, many leaders around the world were slow to rethink their assumptions – that it could only be transmitted by people with visible symptoms. The cost in human life is still being tallied.
|
9 |
 |
A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests. This is almost never the case.
|
49 |
 |
If you are a boss, the beliefs and assumptions you hold about yourself, your work, and your people shape what you do every day and how you (and others) judge if things are going well or badly.
|
21 |
 |
There is also convincing evidence that subordinates are hypervigilant about superior’s moves and often assume the worst about their intentions.
|
221 |
