 |
…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.
|
129 |
 |
What makes the biggest difference is the willingness to go through the demanding process of acquiring that knowledge over time.
|
165 |
 |
The more extreme the opening positions and the smaller the concessions the more time and effort it will take to discover whether or not agreement is possible.
|
7 |
 |
Decision-making is difficult and time-consuming at best. Where each decision not only involves yielding to the other side but will likely produce pressure to yield further, a negotiator has little incentive to move quickly.
|
7 |
 |
A working relationship where trust, understanding, respect, and friendship are built up over time can make each new negotiation smoother and more efficient.
|
21 |
 |
…the best time for handling people problems is before they become people problems.
|
39 |
 |
Time spent brainstorming together is surely among the best-spent time in negotiation.
|
67 |
 |
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 |
 |
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 |
 |
Waiting for the right time is a high-cost game. In addition to making delaying tactics explicit and negotiating about them, consider creating a fading opportunity for the other side.
|
143 |
