 |
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 |
 |
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 someone knowledgeable admits uncertainty, it surprises people, and they end up paying more attention to the substance of the argument.
|
171 |
 |
We should be persuaded by the substance of an argument, not the shiny package in which it’s wrapped.
|
192 |
 |
…you have to know when to hold your data and when to fold ’em. You have to know when to argue with data. Yet you have to be able to argue with the data…
|
117 |
 |
While we can argue for good and bad design, the context in which we’re designing should influence the final visual aesthetic.
|
045 |
 |
While there’s an argument to be made for utilitarian experiences, a tool that works isn’t necessarily a tool that people will use.
|
054 |
 |
A strong leader has the humility to listen, the confidence to challenge, and the wisdom to know when to quit arguing and to get on board.
|
153 |
 |
Key to winning over your detractors or devils is knowing all their likely angles of attack and building up counterarguments by irrefutable facts and reason.
|
168 |
