 |
Principled negotiation produces wise agreements amicably and efficiently.
|
84 |
 |
It is the combination of openness to reason with insistence on a solution based on objective criteria that makes principled negotiation so persuasive and effective…
|
91 |
 |
The reason you negotiate is to produce something better than the results you can obtain without negotiating.
|
102 |
 |
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 |
 |
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 |
 |
The more easily and happily you can walk away from a negotiation, the greater your capacity to affect its outcome.
|
108 |
 |
A lot of time in negotiation is spent criticizing. Rather than resisting the other side’s criticism, invite it. Instead of asking them to accept or reject an idea, ask them what’s wrong with it.
|
112 |
 |
…clarify early in the negotiation that… any effort to reopen one issue automatically reopens all issues.
|
135 |
