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Getting to Yes:
Fear may breed anger, and anger, fear. Emotions may quickly bring a negotiation to an impasse or an end.
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31 |
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Getting to Yes:
…emotions in a negotiation are driven by a core set of five interests: autonomy, appreciation, affiliation, role, and status.
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32 |
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Getting to Yes:
Making your feelings or theirs an explicit focus of discussion will not only underscore the seriousness of the problem, it will also make the negotiations less reactive and more ‘pro-active.’
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33 |
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Getting to Yes:
Freed from the burden of unexpressed emotions, people will become more likely to work on the problem.
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33 |
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Getting to Yes:
Perhaps the best strategy to adopt while the other side lets off steam is to listen quietly without responding to their attacks, and occasionally to ask the speaker to continue until he has spoken his last word.
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34 |
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Getting to Yes:
Without communication there is no negotiation. Negotiation is a process of communicating back and forth for the purpose of reaching a joint decision.
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35 |
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Getting to Yes:
Communication is never an easy thing, even between people who have an enormous background of shared values and experience.
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35 |
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Getting to Yes:
On many occasions an apology can defuse emotions effectively, even when you do not acknowledge personal responsibility for the action or admit an intention of harm.
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35 |
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Getting to Yes:
An apology may be one of the least costly and most rewarding investments you can make.
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35 |
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Getting to Yes:
Even when negotiators are in the same room, communication from one to the other can seem like sending smoke signals in a high wind.
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36 |
