 |
If you have not thought carefully about what you will do if you fail to reach any agreement, you are negotiating with your eyes closed.
|
102 |
 |
…the relative negotiating power of two parties depends primarily upon how attractive to each is the option of not reaching agreement.
|
104 |
 |
Vigorous exploration of what you will do if you do not reach agreement can greatly strengthen your hand.
|
105 |
 |
Knowing what you are going to do if the negotiation does not lead to agreement will give you additional confidence in the negotiating process. It is easier to break off negotiations if you know where you’re going.
|
106 |
 |
The greater your willingness to break off negotiations, the more forcefully you can present your interests and the basis on which you believe an agreement should be reached.
|
106 |
 |
Integrity is not about being honest when we agree with each other; it is also about being honest when we disagree or, even more important, when we make mistakes or missteps.
|
189 |
 |
Mind-reading failures happen to all of us. They lie at the root of countless arguments, disagreements, misunderstandings, and hurt feelings.
|
196 |
 |
…we ignore the evidence that beauty is much more than decoration. Our brains can’t help but agree.
|
032 |
 |
As hard as it may be to recognize a player as one of our Worthy Rivals, especially if we find them disagreeable, to do so is the best way to become better players ourselves.
|
174 |
 |
…you can indeed disagree with the principles and values of an organization but ultimately, they are paying you to uphold those values and add to their collective whole.
|
047 |
