 |
Leaders must show affection and concern for those under their responsibility.
|
61 |
 |
…when concern for others is couples with a healthy dose of concern for the self, givers are less prone to burning out and getting burned…
|
158 |
 |
If self-absorbed, we simply do not notice other people; we can walk by utterly indifferent to their predicament. But once we notice them we can tune in, sense their feelings and needs, and act on our concern.
|
106 |
 |
The just-get-it-done mode runs roughshod over human concerns.
|
229 |
 |
…the more attention that is paid to positions, the less attention is devoted to meeting the underlying concerns of the parties.
|
6 |
 |
Anger and resentment often result as one side sees itself bending to the rigid will of the other while its own legitimate concerns go unaddressed.
|
7 |
 |
…any negotiation primarily concerned with the relationship runs the risk of producing a sloppy agreement.
|
10 |
 |
The most powerful interests are basic human needs. In searching for the basic interests behind a declared position, look particularly for those bedrock concerns that motivate all people…
|
50 |
 |
It’s hard… to step away from our usual concerns about loss aversion and to think instead about what can go right.
|
150 |
 |
…when people don’t feel safe – let alone obligated – to point out concerns, jump in, and correct their boss’s mistakes, then learning and error correction grind to a halt.
|
77 |
