 |
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 |
 |
Impressed with the merits of their own case, people usually pay too little attention to ways of advancing their case by taking care of interests on the other side.
|
78 |
 |
To overcome the shortsightedness that results from looking too narrowly at one’s immediate self-interest, you will want to put yourself in their shoes.
|
78 |
 |
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 |
 |
If quests are driven mostly by prestige or a desire to focus on traits that sound good and are easy to measure, trouble awaits.
|
240 |
 |
If we suspect our leaders are bending the truth to favor their own interests, then our subconscious mind prefers we don’t climb into a foxhole with them.
|
187 |
 |
It is the group of people with whom we find common interest and common cause that we turn to for support.
|
276 |
