Quotes Wishes and Status Messages - Page 68

Conflictbuilds character. Crisis defines it.

You''re ina much better position to talk with people when they approach you than whenyou approach them.

When aman says that he approves something in principle, it means he hasn''t theslightest intention of putting it in practice.

Speakwhen you are angry and you will make the best speech you will ever regret.

Conflictisn''t negative, it just is.

Deep-seatedpreferences cannot be argued about.

We donot have to agree; we do need to understand.

You''ve gotto know when to hold ''em, know when to fold ''em know, when to walk away, knowwhen to run.

Thepeak efficiency of knowledge and strategy is to make conflict unnecessary.

Prepareby knowing your walk away [conditions] and by building the number ofvariables you can work with during the negotiation... you need to have a walkaway... a combination of price, terms, and deliverables that represents theleast you will accept. Witho

You canobserve a lot by just watching.

Duringa negotiation, it would be wise not to take anything personally. If you leavepersonalities out of it, you will be able to see opportunities moreobjectively.

Theharder the conflict, the more glorious the triumph.

It doesnot do to leave a Dragon out of your calculations, if you live near him.

In oneof our concert grand pianos, 243 taut strings exert a pull of 40,000 poundson an iron frame. It is proof that out of great tension may come greatharmony.

Win/winis an attitude, not an outcome.

Let us nevernegotiate out of fear. But let us never fear to negotiate.

Itisn''t that they can''t see the solution. It''s that they can''t see the problem.

Assumptionof cooperative goals leads to viewing the conflict as a common problem to besolved for mutual benefit.

Itmatters not whether you win or lose; what matters is whether I win or lose.

Informationis a negotiator''s greatest weapon.

Whenconflict becomes a win-lose contest in our minds, we immediately try to win.

If youare planning on doing business with someone again, don''t be too tough in thenegotiations. If you''re going to skin a cat, don''t keep it as a house cat.

You gotto be very careful if you don''t know where you''re going, because you mightnot get there.

Peoplewho are only good with hammers see every problem as a nail.

Cooperativeconflict builds people up, strengthens their relationships, and gets thingsdone.

Do notfind fault, find a remedy.

Changemeans movement. Movement means friction. Only in the frictionless vacuum of anonexistent abstract world can movement or change occur without that abrasivefriction of conflict.

Negotiatingmeans getting the best of your opponent.

Neverforget the power of silence, that massively disconcerting pause which goes onand on and may at last induce an opponent to babble and backtrack nervously.