Quotes About Negotiation

I'll make him an offer he can't refuse.

You cannot say 'no' to the people you love, not often. That's the secret. And then when you do, it has to sound like a 'yes'. Or you have to make them say 'no.' You have to take time and trouble.

I'm gonna make him an offer he can't refuse.

I'll make him an offer he can't refuse.

I'm gonna make him an offer he can't refuse.

You cannot say 'no' to the people you love, not often. That's the secret. And then when you do, it has to sound like a 'yes'. Or you have to make them say 'no.' You have to take time and trouble.

Never get angry. Never make a threat. Reason with people.

Words began fights and words ended them.

Peace is at hand? Kissinger sounded like Neville Chamberlain returning from his talk with Hitler, saying, "Peace in our time." Did he mean peace at all costs, regardless of their ally's fate?

Are we rich?" "We're comfortable." He sometimes said things like that instead of yes or no. That's how lawyers answer questions.

Looks like the goddamned General Assembly at the UN.

In this situation, your success hinges entirely on talking the person up from reptile to mammal to human brain

Until someone says "no" to you, you're not asking for enough.

Move a person from hostility to mild confusion and already you've moved one step in the right direction.

Why is stipulation a smart technique? Because when people already know (or will quickly find out) the problem that you're admitting to, your best move is to get it out of the way. Even better, you can often transform that problem into a powerful asset.

3. Wait until the person says "Yes." The simple act of saying "Yes" causes the person to move in the direction of agreement rather than hostility. "Yes" also indicates a willingness to pull away from acting out. If the person corrects what you've said in any way, repeat the information you're given.

How does the Magic Paradox work? By setting into motion a cascade of "yes" coming from the other person ("Yes, you're right, my life is a mess, and I can't take it anymore"), you shift the person's attitude from disagreement to agreement. Once you establish that rapport, the person is emotionally primed to cooperate instead of punch back.

You don't have to go along when others act unfairly or unreasonably. If you do go along, make it clear that you are doing them a favor—and that you expect something in return.

Getting your emotions under control isn't just a key to being a great leader like Jim. It's also the most important key to reaching other people, especially in times of stress or uncertainty. It's why a cool and controlled hostage negotiator can get through to someone who seems unreachable

Ask managers or salespeople, "What's the biggest mistake you can make?" and often they'll say, "Asking for too much." But they're wrong—because in reality, the biggest mistake you can make is to ask for too little.

Most people are scared to try this approach, because they think "no" really means "no." In dating, it most definitely does—but in business, surprisingly often, it doesn't. To get from "no" to "yes," however, you need to make the right moves. Here's what to do.

That's because even if what we want is best for all concerned, other people don't want it shoved down their throats. They want to align with us, work with us, and be valued by us. They don't want to be run over by us. If we trample them to get our way, we may get them to do what we want right now, but they'll be angry about it later . . . and they'll let other people know.

When Satyagraha worked, both sides won.

The principle of give and take is the principle of diplomacy - give one and take ten