 |
People generally assume that differences between two parties create the problem. Yet differences can also lead to a solution. Agreement is often based on disagreement.
|
75 |
 |
Impressed with the merits of their own case, people usually pay too little attention to ways of advancing their case by taking care of interests on the other side.
|
78 |
 |
Principled negotiation produces wise agreements amicably and efficiently.
|
84 |
 |
Agree first on principles. Before even considering possible terms, you may want to agree on the standard or standards to apply.
|
89 |
 |
When each party is advancing a different standard, look for an objective basis for deciding between them…
|
90 |
 |
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 |
 |
Vigorous exploration of what you will do if you do not reach agreement can greatly strengthen your hand.
|
105 |
 |
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 |
