Sublime

What are your goals? Who is the decision maker?

Should you always make a first offer in order to make use of the anchoring phenomenon? Not quite. There are two distinct risks in making a first offer. One risk is that you anchor too aggressively, well outside the ZOPA.

Can insanity help you? The answer is yes, but you want to use a calculated, emotional type of insanity. In any kind of negotiation, the worst thing you can do is act reasonable. Reasonable people generally cave in to irrational people because it seems like the path of least resistance.

In the face of uncertainty, our first instinct is often to reject novelty, looking for reasons why unfamiliar concepts might fail. When managers vet novel ideas, they're in an evaluative mindset. To protect themselves against the risks of a bad bet, they compare the new notion on the table to templates of ideas that have succeeded in the past. (Pag

Kurt Lewin.10 In the 1930s he came up with the idea of force field analysis, which essentially recognizes that in any situation where change is desired, successful management of that change requires applied inversion.

There is a cheap, nonrefundable round-trip ticket for $400, but if you don’t go you lose the entire amount. Or there is an expensive, fully refundable ticket for $1,200. Which ticket should you buy? When this came up for one of us, he asked his university what would happen if he bought the cheaper ticket and did not attend the conference—and was to

Competition for the deal must be deployed in a nuanced way—seemingly small process choices can have big substantive implications.