 |
An apology may be one of the least costly and most rewarding investments you can make.
|
35 |
 |
Unless you acknowledge what [the adversary is] saying and demonstrate that you understand them, they may believe you have not heard them.
|
37 |
 |
Understanding is not agreeing. One can at the same time understand perfectly and disagree completely with what the other side is saying.
|
37 |
 |
A more effective way for the parties to think of themselves is as partners in a hardheaded, side-by-side search for a fair agreement advantageous to each.
|
40 |
 |
Shared interests and differing but complementary interests can both serve as the building blocks for a wise agreement.
|
45 |
 |
To sort out the various interests of each side, it helps to write them down as they occur to you. This will not only help you remember them, it will also enable you to improve the quality of your assessment…
|
51 |
 |
For you as a negotiator to reach an agreement that meets your own self-interest, you need to develop a solution that also appeals to the self-interest of the other.
|
61 |
 |
…emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides…
|
61 |
 |
Since judgment hinders imagination, separate the creative act from the critical one; separate the process of thinking up possible decisions from the process of selecting among them. Invent first, decide later.
|
62 |
 |
People are so accustomed to meeting for the purpose of reaching agreement that any other purpose needs to be clearly stated.
|
65 |
