 |
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 |
 |
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 |
