 |
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 |
 |
We often try to influence others by threats and warnings of what will happen if they do not decide as we would like. Offers are usually more effective.
|
80 |
 |
…threats can lead to counterthreats in an escalation spiral that can unhinge a negotiation and even destroy a relationship.
|
139 |
 |
Confronting the threats we face in the world cannot be done alone, at least not very effectively. It takes the help and support of others – others who believe in us.
|
274 |
 |
There is no value in building organizations that compound that danger by adding more threats from the inside.
|
21 |
 |
Politics also present a constant threat – the fear that others are trying to keep us down so that they may advance their own careers.
|
26 |
 |
When we feel like we belong to the group and trust the people with whom we work, we naturally cooperate to face outside challenges and threats.
|
41 |
 |
Sound and memory and broader social understanding are sacrificed in favor of heightened awareness of the threat directly in front of us.
|
224 |
 |
Sociologists will tell you that feeling besieged by an enemy has an upside, as it brings people together to fight the common threat.
|
174 |
 |
…when a strategic inflection point sweeps through the industry, the more successful a participant was in the old industry structure, the more threatened it is by change and the more reluctant it is to adapt to it.
|
050 |
