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…when you recognize that your counterpart is not irrational, but simply ill-informed, constrained, or obeying interests that you do not yet know, your field of movement greatly expands.

…employees become angry when, in their view, elementary considerations of fairness are completely submerged by the company’s single-minded pursuit of its… interests.

Much of the discord between groups in organizations… does not stem from an inherent incompatibility of interests, but from a perception that such incompatibility exists.

When givers put a group’s interests ahead of their own, givers earn the respect of their collaborators.

…interest is what drives people to invest their time and energy in developing particular skills and bases of knowledge.

Research suggest that there are two fundamental paths to influence: dominance and prestige.

…self-interest and other-interest are completely independent motivations: you can have both of them at the same time.

Being part of a group with shared interests, identities, goals, values, skills, characteristics, or experiences gives us a sense of connection and belonging.

The more rare a group, value, interest, skill, or experience is, the more likely it is to facilitate a bond.

We do well to unplug regularly; quiet time restores our focus and composure.