 |
’no’ is a real decision that induces the party across the table into actually thinking about why they’ve just said ‘no.’
|
45 |
 |
A negotiation is simply an agreement between two or more parties, with all parties having the right to veto. That’s what it is. Nothing more, nothing less, nothing fancy, nothing meaningless, nothing win-win.
|
55 |
 |
If agreements result from effective decision making, the odds are very good that there will be a long-term business relationship, regardless of whether you play golf with your adversary.
|
63 |
 |
It’s… difficult to behave and act at all times in a disciplined, systematic way. But this is what you must do in order to achieve what you’re capable of.
|
98 |
 |
How do you, as a student of negotiation, turn newly learned activity and behavior into habit? You… should keep a daily record and use it to identify strengths and weaknesses.
|
99 |
 |
The critical assessment of daily actions and decision making pinpoints weaknesses, works with strengths, and develops self-esteem.
|
99 |
 |
If you are using time well, you are always building your adversary’s budget.
|
191 |
 |
The value of the negotiation increases by many multiples when emotional pain or excitement is invested.
|
202 |
 |
You can only manage the means to the end: stay within your system, manage your activity, manage your behavior. This is all the armor you need.
|
202 |
 |
…early success and failures play a role in the development of self-esteem, but anyone – anyone – can achieve, maintain, and deserve a much higher self-image if he or she is committed to the task.
|
246 |
