Quotes Wishes and Status Messages - Page 53

Icannot give you a formula for success, but I can give you the formula forfailure: Try to please everyone.

Old men are dangerous; it does not matter to them what is going to happen to the world.

Talkingjaw-jaw is always better than war-war.

It is atrick among the dishonest to offer sacrifices that are not needed, or not possible,to avoid making those that are required.

One cannot be precise and still be pure.

Agrievance is most poignant when almost redressed.

Negotiating in the classic diplomatic sense assumes parties are more anxious to agreethan to disagree.

Girls .. . were allowed to play in the house . . . and boys were sent outdoors. . .Boys ran around in the yard with toy guns going kksshh-kksshh, fighting wars formade-up reasons and arguing about who was dead, while girls stayed inside andplayed with dol

The easiest,the most tempting, and the least creative response to conflict within anorganization is to pretend it does not exist.

One must be poor to know the luxury of giving.

One of the function of intelligence is to take account of the dangers that come from trusting solely to the intelligence.

We''reeyeball to eyeball and the other fellow just blinked.

The single most powerful tool for winning a negotiation is the ability to get upand walk away from the table without a deal.

Compromise,n. Such an adjustment of conflicting interests as gives each adversary thesatisfaction of thinking he has got what he ought not to have, and isdeprived of nothing except what was justly his due.

Peoplewho can''t admit they are part of the problem, will never be part of itssolution.

Only few men think, but all have opinions.

One hallmark of freedom is the sound of laughter.

Flattery is the infantry of negotiation.

The onesure way to conciliate a tiger is to allow oneself to be devoured.

Tofight and conquer in all your battles is not supreme excellence; supremeexcellence consists in breaking the enemy''s resistance without fighting.

One person with a belief is a social power equal to nintynine who have only interest.

A goodmanager doesn''t try to eliminate conflict; he tries to keep it from wastingthe energies of his people. If you''re the boss and your people fight you openlywhen they think that you are wrong that''s healthy.

Conflictlies at the core of innovation.

I''vealways felt that a person''s intelligence is directly reflected by the numberof conflicting points of view he can entertain simultaneously on the sametopic.

In business, you don''t get what you deserve, you get what you negotiate.

Well-managed,cooperative conflict contributes to the productivity and innovativeness oforganizations and the competence and well-being of people.

Grantgraciously what you cannot refuse safely and conciliate those you cannotconquer.

Grant graciously what you cannot refuse safely and conciliate those you cannot conquer.

Conflictinvolves incompatible behaviors rather than competitive goals.

One of the difficult things to give away is kindness - is usually returned