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As fundamental as they are, basic human needs are easy to overlook. In many negotiations, we tend to think that the only interest involved is money.
|
50 |
 |
To sort out the various interests of each side, it helps to write them down as they occur to you. This will not only help you remember them, it will also enable you to improve the quality of your assessment…
|
51 |
 |
As long as you do not seem to imply that the other side’s interests are unimportant or illegitimate, you can afford to take a strong stance…
|
52 |
 |
You will satisfy your interests better if you talk about where you would like to go rather than about where you have come from…
|
54 |
 |
…go into a meeting not only with one or more specific options that would meet your legitimate interests but also with an open mind. An open mind is not an empty one.
|
55 |
 |
Often the wisest solutions, those that produce the maximum gain for you at the minimum cost to the other side, are produced only by strongly advocating your interests.
|
56 |
 |
For you as a negotiator to reach an agreement that meets your own self-interest, you need to develop a solution that also appeals to the self-interest of the other.
|
61 |
 |
…emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides…
|
61 |
 |
Even apart from a shared interest in averting joint loss, there almost always exists the possibility of joint gain.
|
72 |
 |
The kinds of differences that best lend themselves to dovetailing are differences in interests, in beliefs, in the value placed on time, in forecasts, and in aversion to risk.
|
75 |
