 |
Disagreeable people don’t just challenge us to think again. They also make agreeable people comfortable arguing, too. Instead of fleeing from friction, our grumpy colleagues engage it directly.
|
90 |
 |
Experiments show that simply framing a dispute as a debate rather than as a disagreement signals that you’re receptive to considering dissenting opinions and changing your mind…
|
91 |
 |
Recent experiments show that having even one negotiator who brings a scientist’s level of humility and curiosity improves outcomes for both parties…
|
106 |
 |
We can demonstrate openness by acknowledging where we agree with our critics and even what we’ve learned from them. Then, when we ask what views they might be willing to revise, we’re not hypocrites.
|
107 |
 |
When someone becomes hostile, if you respond by viewing the argument as a war, you can either attack or retreat. If instead you treat it as a dance, you have another option – you can sidestep.
|
115 |
 |
In a heated argument, you can always stop and ask, ‘What evidence would change your mind?’ If the answer is ‘nothing,’ then there’s no point in continuing the debate. You can lead a horse to water, but you can’t make it think.
|
116 |
 |
…there’s evidence that people are more interested in hiring candidates who acknowledge legitimate weaknesses as opposed to bragging or humblebragging.
|
119 |
 |
An informed audience is going to spot the holes in our case… We might as well get credit for having the humility to look for them, the foresight to spot them, and the integrity to acknowledge them.
|
119 |
 |
If we approach an argument as war, there will be winners and losers. If we see it more as a dance, we can begin to choreograph a way forward.
|
119 |
 |
When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision.
|
150 |
