The main character in the story--an Andalusian shepherd boy named Santiago--learns to use his heart to overcome fear. He also learns how to overcome adversity by never losing hope.
They are simple messages but powerful ones nonetheless. We all go through life carrying our own doubts and fears, how we address them is what truly shapes our success. This book really helped me believe that when you want something enough, the universe conspires in helping you to achieve it. Kuhn explains the concept of a paradigm in such an easy to understand and didactical way. He provides such clarity in explaining the relationship between theory and data and how data ultimately causes a revolution when the paradigm is no longer useful or accurate to represent the behavior of that data. Yes, it's academic but it applies to everything in my life.
Paradigms are the precursors of mindsets, and it's so crucial to have a clenching grasp on them in order to make sense of other gestalt-like concepts that we can tap into. Life change. I believe this concept is important for everyone but especially for people leading a business. When faced with challenges, I remind myself to remain present, especially when it comes to day-to-day problems. Whatever happened, whether it's a mistake or an oversight, it occurred in the past. What you must do is find a solution for the present and leave whatever mistake was made behind. This philosophy allows me to be thoughtful in my daily decision making.
We read [this book] as part of this class and it does a great job explaining how to strategize for both professional and personal disputes. It provides clear tactics around what questions to ask, how to think through your adversary's needs, and how to ensure you end the negotiation in a positive light for both parties.
These tactics will come in handy in any type of negotiation, from negotiating a salary for a job offer or working through a contract with a vendor. What I took away from this book is to figure out what you care about, because then, you can handle anything. It is a really heavy Holocaust story, so it reminded me to stop complaining and realize that I have it insanely good.
It puts life in perspective and allows you to move on from things that aren't so serious.
Unlike his former books, Sapiens in which he focuses on the past and Homo Deus in which he focuses on the future , in this book, he chose to focus on the present. What I liked about [it] is the practical advice about what we should keep our minds on and how we should handle today's global challenges. The main lesson from the book is the fact that properly handling everyday life challenges requires mindfulness.
And to achieve that, the author encourages the readers to meditate. The book is a phenomenal collection of frameworks for building a successful life however you define it , career, and business. For me, the biggest lesson is that the most important element of building a business is the team who and culture how and why.
You have to get the right people in the right roles working together as a cohesive machine. You can have the greatest idea or product, but with the wrong team, the odds of success decrease significantly. From a culture perspective, [this book] emphasizes transparency, building meaningful relationships, and systems thinking when building and managing high-performing teams.
This book has become required reading for our leadership team and has served as an anchor for us as we built our talented team and launched the Bungalo business. He took the helm of Microsoft in a time of immense transformation within the tech sector and within the walls of his company. As you begin to apply the framework and strategies in the many negotiations you encounter—in business, in politics, or in everyday life—you will begin to build your own reputation as a negotiation genius.
Our Approach Just twenty-five years ago, courses on negotiation were rarely taught in management schools or in executive education programs. Now they are one of the most sought-after courses in business schools throughout the world. Negotiation courses are also tremendously popular in law schools and schools of public policy and government.
Because in our increasingly complex, diverse, and dynamic world, negotiation is being seen as the most practical and effective mechanism we have for allocating resources, balancing competing interests, and resolving conflicts of all kinds. Current and future managers, lawyers, politicians, policy makers, and consumers all want and need to know how to get better outcomes in their negotiations and disputes.
Negotiation is, perhaps now more than ever, an essential skill for success in all areas of life. Why, then, do so many people continue to negotiate ineffectively? We could not disagree more. In addition, too many people—including many seasoned dealmakers—think of negotiation as being all art and no science; as a result, they rely on gut instinct or intuition as they negotiate.
But gut instinct is not a strategy. This approach leverages the latest research in negotiation and dispute resolution, the experience of thousands of our clients and executive students, and our own experience as negotiators, consultants, and educators. It has been challenged and refined in our MBA and executive education courses at the Harvard Business School and in our work with over fifty major corporations in more than twenty-five countries. The resulting framework will help you minimize your reliance on intuition, increase your understanding and use of proven strategies, and achieve superior negotiated outcomes consistently.police-risk-management.com/order
Never Split the Difference: Negotiating As If Your Life Depended On It by Chris Voss
Or you may have found yourself negotiating from a position of weakness, dealing with someone who was not sophisticated enough to negotiate effectively, or sitting across from someone who did not have the authority to negotiate the kind of deal you wanted. Because such complexities are commonplace, you must deal with them systematically. This book will provide you with the tools you need to do exactly that. Following is a brief outline of what you will find in this book. Part I also offers a toolkit of comprehensive principles, strategies, and tactics that will help you execute each stage of the deal, from before the first offer is ever made to the final agreement.
It turns out that a significant percentage of the million-dollar problems that our executive clients confront have solutions that are contained in these initial chapters. Because we develop the framework and the toolkit methodically, we recommend that you read Part I straight through in the order presented. Chapter 1: Claiming Value in Negotiation.
We begin by focusing on a topic of great importance and appeal to all negotiators: how do I get the best possible deal for my side? We build our negotiation framework by analyzing a straightforward two-party negotiation in which a buyer and seller are bargaining over one issue: price. This chapter covers, among other topics: negotiation preparation, common negotiator mistakes, whether to make a first offer, responding to offers from the other party, structuring your initial offer, finding out how far you can push the other party, strategies for haggling effectively, and how to maximize not only your outcome, but also the satisfaction of both parties.
Chapter 2: Creating Value in Negotiation. A key insight of this chapter is that negotiators who focus only on claiming value reach worse outcomes than do those who cooperate with the other side to improve the deal for both parties. To demonstrate this, we consider a more complex negotiation in which parties are negotiating multiple issues and facing greater uncertainty.
Chapter 3: Investigative Negotiation. Much of what negotiators must do to create and capture value depends on their ability to obtain information from the other side. Part II: The Psychology of Negotiation Even experienced negotiators make mistakes when preparing and executing negotiation strategy. After all, even seasoned dealmakers are human, and all human beings are vulnerable to psychological biases—systematic and predictable departures from rationality—that can derail an otherwise sound negotiation strategy.
Part II builds on cutting edge research on the psychology of negotiation and decision-making. We distill theory into the practical tools you will need to avoid these costly mistakes, and to recognize and leverage mistakes when they are made by the other side. In this chapter, we focus on cognitive biases—the mistakes that even the best of negotiators make because of the ways in which our minds operate. As we will illustrate, the human mind is accustomed to taking shortcuts that, while often useful for making decisions quickly, can also lead to disastrous strategic moves in negotiation.
Next we look at motivational biases—the mistakes we make because of our desire to view the world the way we wish it were rather than how it truly is. Unfortunately, it is possible to have a weak negotiation strategy and still feel good about yourself and your prospects for success. It is also possible to continue down the wrong path and never allow yourself to discover how and when a change in strategy is critical. Chapter 5 will help you to identify and avoid these potential pitfalls, and to see the world through a more objective and realistic lens.
Chapter 6: Negotiating Rationally in an Irrational World. Here we offer still more strategies for overcoming your own biases and for leveraging the biases of others. We also explain when it is in your best interest to help the other side be less biased. Because their irrationality often hurts you as well as them. Part III: Negotiating in the Real World Finally, we turn to a variety of topics that are all too often ignored in negotiation seminars and books, but which are crucial for success in real-world negotiations.
How can you tell if someone is lying? How do you persuade reluctant negotiators to agree to your demands or proposals? How should you negotiate when you have little or no power? How should you incorporate ethical considerations into your negotiation strategy? How should you negotiate with your competitors, opponents, and enemies? As in the first part of the book, our insights and advice on these topics emerge from the experience of thousands of real-world negotiators and from years of systematic and scientific research on negotiation, strategic decision-making, psychology, and economics.
Each of these chapters can be read as a stand-alone entity, so feel free to choose first the topics that are most relevant to your situation.
Chapter 7: Strategies of Influence. It is often not enough to have a good idea, a well-structured proposal, or a great product or service to offer. You also need to know how to sell it to the other side. This chapter presents eight proven strategies of influence that will increase the likelihood that others will accept your requests, demands, offers, and proposals. Chapter 8: Blind Spots in Negotiation.
Related The Everyday Negotiator: 50 Practical Tactics for Work and Life
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