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

It ishard to change our point of view in a conflict. Most often, it is because weare not nearly as interested in resolving the conflict and possibly creatinga new ‘pearl’ as we are in being right.

Any man can make mistakes but only an idiot persists in his error.

It's notthe will to win, but the will to prepare to win that makes the difference.

Themost intense conflicts, if overcome, leave behind a sense of security andcalm that is not easily disturbed. It is just these intense conflicts andtheir conflagration which are needed to produce valuable and lasting results.

A child is not a vase to be filled, but a fire to be lit.

There are two kind of people, those who do the work and those who take the credit. try to be in the first group; there is a less competition there.

Ninety-ninepercent of all problems in communications start with misunderstandings whichdevelop as a result of differing viewpoints and conditioning.

Most people suspended their judgement till somebody else has expressed his own and then they respect it.

Few things help an individual more than to placeresponsibility upon him, and to let him know that you trust him.

Before youbuild a better mousetrap, make sure you have some mice out there.

The true test of intelligence is not how much people know how to do, but how they behave when they don't know what to do.