 |
The more people involved in a negotiation, the more serious the drawbacks to positional bargaining.
|
8 |
 |
…any negotiation primarily concerned with the relationship runs the risk of producing a sloppy agreement.
|
10 |
 |
If the hard bargainer insists on concessions and makes threats while the soft bargainer yields in order to avoid confrontation and insists on agreement, the negotiating game is biased in favor of the hard player.
|
10 |
 |
…when dealing with someone from another country, particularly someone with a markedly different cultural background… you [are] likely to see the necessity of establishing some accepted process for the substantive negotiations.
|
11 |
 |
…separating the people from the problem allows you to deal directly and empathetically with the other negotiator as a human being, regardless of any substantive differences, thus making possible an amicable outcome.
|
15 |
 |
A basic fact about negotiation, easy to forget in corporate and international transactions, is that you are dealing not with abstract representatives of the ‘other side,’ but with human beings.
|
20 |
 |
A working relationship where trust, understanding, respect, and friendship are built up over time can make each new negotiation smoother and more efficient.
|
21 |
 |
Failing to deal with others sensitively as human beings prone to human reactions can be disastrous for a negotiation.
|
21 |
 |
Most negotiations take place in the context of an ongoing relationship, where it is important to carry on each negotiation in a way that will help rather than hinder…
|
22 |
 |
A major consequence of the ‘people problem’ in negotiation is that the parties’ relationship tends to become entangled with their discussions of substance.
|
22 |
