 |
…when uncertainty reigns, we are most likely to accept the actions of others – because those actions reduce our uncertainty about what is correct behavior there.
|
143 |
 |
When people encounter a piece of information, they immediately become less likely to accept it if they view it as part of an effort to persuade them.
|
267 |
 |
Nothing – absolutely nothing – is more important to a successful negotiation than for you to make as clear as possible from the very beginning that ‘no’ is a perfectly acceptable response at this negotiating table.
|
67 |
 |
Most people… accept what they ‘should’ be doing rather than take the time to figure out what they want to be doing.
|
26 |
 |
The other side is more likely to accept a solution if it seems the right thing to do – right in terms of being fair, legal, honorable, and so forth.
|
80 |
 |
We need to respect the fact that it is possible to know without knowing why we know and accept that – sometimes – we’re better off that way.
|
52 |
 |
…in the case of a strategic inflection point, the sequence (of mourning) goes more as follows: denial, escape or diversion, and finally, acceptance and pertinent action.
|
124 |
 |
…when ’10X’ forces are upon us, the choice is taking on these changes or accepting an inevitable decline, which is no choice at all.
|
164 |
 |
…fake leaders neither genuinely seek nor truly accept the input of their team. Instead, they control information and resources and use their power to keep followers in a subservient position.
|
056 |
 |
…have you had enough of the numbers? They are important, and should neither be ignored nor blithely accepted.
|
142 |
