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A major consequence of the ‘people problem’ in negotiation is that the parties’ relationship tends to become entangled with their discussions of substance.
|
22 |
 |
Dealing with a substantive problem and maintaining a good working relationship need not be conflicting goals if the parties are committed and psychologically prepared to treat each separately on its own legitimate merits.
|
23 |
 |
In negotiating it is easy to forget that you must deal not only with their people problems, but also with your own.
|
24 |
 |
Making your feelings or theirs an explicit focus of discussion will not only underscore the seriousness of the problem, it will also make the negotiations less reactive and more ‘pro-active.’
|
33 |
 |
Freed from the burden of unexpressed emotions, people will become more likely to work on the problem.
|
33 |
 |
Sometimes the problem is not too little communication, but too much. When anger and misperception are high, some thoughts are best left unsaid.
|
39 |
 |
…the best time for handling people problems is before they become people problems.
|
39 |
 |
If [your opponents] feel personally threatened by an attack on the problem, they may grow defensive and may cease to listen. This is why it is important to separate the people from the problem.
|
56 |
 |
Attack the problem without blaming the people.
|
56 |
 |
Physically sitting side by side can reinforce the mental attitude of tackling a common problem together.
|
63 |
