MBA ASAP Powerful Negotiation Strategies for Success
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MBA ASAP Powerful Negotiation Strategies for Success

Conflict Resolution and Deal Making in the 21st Century
5.0 (3 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
15 students enrolled
Created by John Cousins
Last updated 12/2017
English [Auto-generated]
30-Day Money-Back Guarantee
This course includes
  • 40 mins on-demand video
  • 10 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What you'll learn
  • In this new world where direct lines of authority have transformed into networks of collaboration, negotiation has become the primary form of decision-making and a key to management and leadership. To accomplish our work, and meet our deliverables, in this new paradigm we rely on individuals and organizations over which we exercise no direct control. Purposeful management in these situations takes negotiation skill. This course will help you become a better negotiator, manager and leader.
  • There are no prerequisites for this course. This course is designed to make you a better negotiator. It is intended to help you start thinking about negotiation as a learnable skill that you can develop and hone to resolve conflicts, build agreements, and get deals done. To begin, I recommend taking a few minutes to explore the course site and get a feel for the material we’ll cover in each section.


Learn to become a better negotiator through this five-step process. Negotiation is a learnable skill that you can develop and hone to resolve conflicts, build agreements, and get deals done. 

Make Your Life Happier, More Prosperous and the World a Better Place 

  • Create Wise Agreements
  • Build Better Relationships
  • Become a More Capable Manager and Leader

The Most Powerful Skill at Your Control 

Negotiations shape our lives. Think for a moment about how you make important decisions in you life – the decisions that have the greatest impact on your performance at work and your satisfaction at home

Most of those decisions you have to reach with others – through negotiation.

In this new world where direct lines of authority have transformed into networks of collaboration, negotiation has become the primary form of decision-making and a key to management and leadership.

Negotiation is not limited to the activity of sitting across a table discussing a contentious issue; it is the informal activity you engage in whenever you try to get something you want from another person.   To get what we want we are compelled to negotiate.  Become better at it.

Content and Overview 

This negotiating method, called PIANO, provides a high probability process for accomplishing your specific goals while meeting these three general criteria:

·      Do no harm and feasibly improve the relationships

·      Be orderly and productive

  • Produce enlightened and sustainable agreements

You will learn this straightforward method of negotiating on the merits of legitimate interests. It is defined in five strategic steps that we go through in this course. These five elements can be employed in any situation to strike a deal or resolve conflict. Each stage in the method addresses an element of the negotiation process. To help make the stages memorable I have created an acronym PIANO where each letter stands for an element in the process:

People: Detach the individuals from the problem.

Interests: Emphasize interests, not postures.

Alternatives: Invent multiple options looking for mutual gains.

Norms: Insist that the result be based on objective standards.

Option: Have a clear idea of your course if you cannot strike an acceptable deal.

Anyone can learn this method and apply it in all aspect of your life to make a great impact on your happiness, prosperity, ability to get what you want, and get things done.

Become a Better Negotiator today. 

Who this course is for:
  • Anyone interested in honing their negotiation skills and developing the ability to produce wise agreements.
Course content
Expand all 25 lectures 40:29
+ Introduction
3 lectures 03:41

This course is designed and intended to help you start thinking about negotiation as a learnable skill that you can develop and hone to resolve conflicts, build agreements, and get deals done. 

Negotiations have been carried out for as long as humans have existed. It could be argued that beating a fellow caveman with a club was simply negotiating by other means. Negotiations have become more nuanced, if not always more civil, over time and have produced treaties and trade agreements and have resolved myriad disputes. 

Preview 00:42

New World, New Rules

In today’s business world we can effectively assemble a team of world-class talent around any set of tasks we are confronting and get things done quickly, efficiently, and cost effectively. We can use tools like Freelancer and Upwork either to provide our skill sets for hire or locate and contract skills and expertise we need.  We don’t need to live near each other or be in the same office in order to productively work together. We can email, Skype, GoToMeeting, and other technologies to bring people together to work effectively without concerns for geography.  Open up a Skype channel and the person can be next to you all day collaborating in real time.

We don’t need to be co-located in the same office any longer. And the positions no longer need to be permanent. We can assemble the mosaic of talent specific to a particular project or phase of a project. Teams ebb and flow and breathe as the enterprise expands, contracts, and evolves.

We can contract with people best suited to a job and create and organize teams to fulfill our vision and goals.  This turbo charged approach to human resources is a boon to productivity.  But without the clear lines of authority inherent in a static organization, challenges arise.

To accomplish our work, and meet our deliverables, in this new paradigm we rely on individuals and organizations over whom we exercise no direct control. Purposeful management in these situations takes negotiation skill.

Preview 01:52

Negotiation, Management and Leadership

In this new world where direct lines of authority have transformed into networks of collaboration, negotiation has become the primary form of decision-making and a key to management and leadership.

To get what we want we are compelled to negotiate.

Pyramids of power are shifting into networks of negotiation. The communications revolution has created the ability to form global “virtual” organizations with cross-cultural transactions. And these organizations morph and mutate as the tasks at hand change.

We are participating in a negotiation revolution as we move towards collaboration and cooperation and away from adversarial competitive models and modes of behavior.

We have come to understand that wise agreement is better for both sides than the alternative. This approach is called Principled Negotiation. 

Preview 01:07
+ Principled Negotiation
3 lectures 03:41

Principled Negotiation

The idea behind Principled Negotiation is to use a methodology that removes emotions and egos from the process by agreeing to work together to address concerns rather than trick, win or beat up each other in order to achieve domination. It incorporates agreed upon objective standards to evaluate options and uses collaborative brainstorming sessions to come up with those options.

This process can work in two sided deal making or in complex multi-sided negotiations.  

Principled Negotiation is based on engaging all interested parties in a joint search for mutual gains and applying legitimate standards for assessing various options. It is a brainstorming process of finding opportunities and searching for solutions that are better for all sides.

In order to make a negotiation process predictably functional we must separate the people from the problem, brainstorm possible solutions and alternatives, and use objective criteria to judge the alternatives. We must also know your bottom line and come up with our best alternative in case we can’t arrive at a satisfactory negotiated solution. This process is all about engaging the other side in exploring mutually beneficial solutions and agreements.  This methodology not only makes the process work, it also creates agreements that are less likely to fall apart.

Preview 01:42

Navigating Agreement

The idea of navigating negotiations in order to achieve agreement and conflict resolution made a big advance in the early 1980s with the publication of a book called Getting to Yes.

Getting to Yes is the book that revolutionized the process of negotiating. It did so by articulating a methodology that can be applied to any negotiating scenario to help increase the odds of a beneficial outcome for all parties.

Getting to Yes was first published in 1981 by Roger Fisher and William Ury. It has gone through a number of editions and has spawned a slew of books and research going into more depth on various aspects of negotiation. Roger Fisher has since died. William Ury is still the most prominent expert on negotiations in the world. He is the co-founder of the Program on Negotiation at Harvard Law School. Its Negotiation Project offers many training programs and lots of great free information through its website, blog, and emails.

This section relies heavily on the ideas and concepts first detailed in Getting to Yes and its follow on book Getting Past No. These books are both well worth reading. 

Preview 01:23

General Negotiating Criteria

The first question to ask in any negotiation is what it should accomplish. A negotiating method should provide a high probability process of accomplishing the specific goals while meeting these three general criteria:

  • It should do no harm and feasibly improve the relationships
  • It should be orderly and productive
  • It should produce an enlightened and sustainable agreement
General Negotiation Criteria
+ Negotiating Problems, Issues and Challenges
3 lectures 05:02

The Problem

Positional Bargaining

In a typical negotiation the different parties stake out an emotionally charged position, argue for it and vehemently against the other, and ultimately end up making concessions along that narrow spectrum in order to reach a compromise. This is an arbitrary and inefficient process that leads to less than optimal results. What happens is that both sides’ egos get entangled with their interests and these congeal into opposing positions. Each side then becomes committed to these hardened positions.  

Hard Bargaining

Hard bargaining ensues where one side is bent on “winning” at the expense of the other side. This zero-sum approach is usually coupled with arguments and disparaging remarks aimed at the other side and endangers any ongoing relationship. In a hard bargaining scenario neither side will budge from its position as that would be regarded as losing or giving in. These ossified positions get confused with principles and no one wants to feel, or be perceived, as abandoning their principles.

This standoff is inefficient and, worse, can end up provoking bitter feelings if one or both sides feel treated unfairly or disrespected.  That can arouse behavior looking to sabotage any tentative agreement.

Splitting the Difference

Splitting the difference is a popular strategy. Whatever is being contested just split into two or however many equal pieces as there are parties and divide it up. It seem equitable and fair but gets complicated in multi dimensional negotiations. And various sides in a negotiation rarely weight issues exactly the same. Splitting the difference in bargaining is not effective because it doesn’t address the legitimate concerns of the parties.

There is an insightful biblical tale that illustrates how splitting the difference is not optimal and uses it as a ploy to create a wise outcome. 

Preview 02:12

Judgment of Solomon

The Biblical parable of the Judgment of Solomon is recounted in 1 Kings 3:16-28. It tells of two young women who came to King Solomon for wise counsel in settling a dispute. Both women claimed to be the mother of a baby they presented.

After deliberating on the issue, Solomon called for a sword. He declared that there was only one fair solution: the child must be split in two, each woman receiving half of the child. Upon hearing this stunning verdict, the boy's true mother exclaimed, "give the baby to her, just don't kill him!" The sociopathic imposter cried out, "It shall be neither mine nor yours—divide it!"

The king had precipitously discovered the true nature of the impasse and declared the first mother as the true mother. A genuine, loving mother would rather surrender her baby to another than have it in any way hurt. He presented her the baby. King Solomon's judgment is considered an example of profound wisdom.

In this instance splitting the difference would in no way address the legitimate concerns of the parties. This parable is the origin of the phrase “splitting the baby” when making concessions between two hardened positions. In most cases narrowly focused concessions also do not address the legitimate concerns of the parties. We need to think creatively and expansively along multiple dimensions of concerns, interests, and needs in order to craft wise agreements. 

Judgment of Solomon

Soft Bargaining

Being nice and giving in is not the answer either. The standard tactics in soft negotiating are to eagerly make offers and concessions, overly trust the other side, try to be conciliatory, and to yield as a necessary maneuver to no order avoid confrontations. People who perceive themselves to be in positions of limited power many times employ these soft tactics. They then resent the outcome and do what they can to sabotage the results. While the concept of soft negotiating emphasizes the importance of building and maintaining a relationship, resentment and passive aggressive behavior will threaten to undo any agreement that is reached.

Most people see their choices in negotiating strategies as between these two styles of positional bargaining: soft and hard. Both run the risk of producing a careless, unsystematic, unsustainable, inefficient agreement. Don’t bargain over positions.

Preview 01:08
+ The Alternative Negotiating Process
1 lecture 00:27

The Alternative

A sustainable agreement must address all parties’ interests so that no one feels short changed and thus apt to disrupt or sabotage the deal. We need a process that produces wise agreements, efficiently and amicably and that is what the principled negotiation process delivers. 

The Alternative Negotiating Process
+ The Process: PIANO
8 lectures 11:09

The Process: PIANO

A straightforward method of negotiating on the merits of legitimate interests can be defined in five strategic steps. These five elements can be employed in any situation to strike a deal or resolve conflict. Each stage in the method addresses an element of the negotiation process. To help make the stages memorable I have created an acronym PIANO where each letter stands for an element in the process:

People: Detach the individuals from the problem.

Interests: Emphasize interests, not postures.

Alternatives: Invent multiple options looking for mutual gains.

Norms: Insist that the result be based on objective standards.

Option: Have a clear idea of your course if you cannot strike an acceptable deal.

Preview 01:17

People: Detach the individuals from the problem

The first element addresses the fact that we are emotional beings. Emotions and egos tend to get mixed up with the objective merits of the issue we are attempting to resolve. We risk getting frustrated and angry and expressing volatile feelings aimed at wounding the other side. The other sides are susceptible to the same dynamic and, if not checked, this scenario can escalate quickly. Wounding words are unproductive and cannot be recalled. The process can be derailed before any real issues are even discussed let alone alternative solutions explored.

If we begin by separating the people from the problem, and make this intention clearly stated, then all sides can focus on the issues and problems and not on seeing the other negotiators as the embodiment of those problems. 

Preview 01:11

Ad Hominem

This is not a new or novel idea and was known as a trap to the ancients. Classical logic and rhetoric are concerned with persuasion through constructing and communicating proper and correct arguments. Logical fallacies identify a group of faulty arguments to be aware of so we don’t fall into the trap of using them or falling for them.

One of the most famous is the “argumentum ad hominem” or ad hominem for short.  Ad hominem is Latin for "to the person".  It represents a negotiating pitfall in which an argument is countered by attacking the character, motive, or other attribute of the person making the argument rather than attacking the substance of the argument itself.

”An ad hominem attack against an individual, not against an idea, is highly flattering. It indicates that the person does not have anything intelligent to say about your message.”

Nassim Nicholas Taleb

Ad Hominem

Interests: Emphasize interests, not postures

The second element is about unbundling positional posturing from genuine interests. The object of negotiation is to come to an understanding that satisfies and addresses the legitimate interests of the parties. Adopting a negotiating posture often clouds the underlying interest of what is really important to you and compromising between postured positions is not likely to optimally address what you really are after. Don’t limit your options in this way. Focus on interests.

Preview 00:53

Alternatives: Invent multiple options looking for mutual gains

The third element relates to crafting optimal solutions. The idea is to take this process off-line and brainstorm creative alternatives in a stress free environment. This is the step where free reign creativity comes in. Check out the section on Creativity and Brainstorming later in this book. The goal here is to brainstorm lots of possibilities that promote shared interests and solve common concerns.

This should not be done on the fly or improvised during face-to-face negotiations. Trying to decide or frame options in the presence of an adversary narrows your field of vision of potential alternatives. Pressure and having a lot at stake inhibits creativity. Before trying to reach an agreement, invent options for mutual gain. Do this during a brainstorming session when you plan and prepare for your negotiation. 


Norms: Insist that the result be based on objective standards

Insisting on using objective standards is the fourth element. Agreeing to use a fair standard that is independent of either party is a critical part of overcoming the intransigence of arbitrary positions and posturing. Criteria like market value or appraised value, expert opinion, or law is a way for both sides to defer to a fair solution. Identifying and agreeing on such criteria allows both parties the opportunity to impartially and objectively search among alternatives for the best outcome. Use objective criteria to assess the pros and cons of various outcomes and judge their value in such terms.

If this is executed well, neither party will feel like they give in to the other. Having agreed upon objective criteria to judge the outcome also allows parties to save face and to communicate the results to their constituencies that may be more suspect of the outcome since they were not involved directly in the negotiations. This helps agreements get ratified and also helps make them more sustainable in the long run.

Agreeing on an objective standard to judge the proposals can be a significant step toward finding a workable solution. Working together and agreeing on criteria fosters a sense of common goals and trust in the outcome. 


Options: Have a clear idea of your course if you cannot strike an acceptable deal

You need a credible and feasible Plan B. This process, however rational and methodical, is not a magic formula. Not all deals or negotiations end up with an acceptable solution for a variety of reasons.  It could be because of belligerence or intransience, complexity or terms. Sometimes the parties remain too far apart. We are not trying to achieve a deal or negotiated solution at any cost.

The fifth element is about knowing what your limits are and not going beyond them. A negotiation can become seductive and we must protect ourselves from over-reaching. The heady atmosphere of an auction is an example of a situation where people may lose themselves in the moment and over bid. Auctioneers rely on and cultivate this behavior.

We need to be able to resist this siren’s call. The best way to do this is to have prepared our bottom line. Like the disciplined gambler in the Kenny Rodger’s song, we need to know when to fold ‘em and when to walk away.

We lose all our leverage if we are not ready to abandon a deal if it looks like we are not going to find a suitable solution. This means we have to have a planned alternative to an agreement. We must plan what the alternative plan is and be willing to take it. 

+ Four Stages
5 lectures 03:45

Four Stages

The process takes place in four stages: analysis, planning, discussion and closing. In each stage all five elements come into play in different ways.

Four Stages


During the analysis stage you are attempting to assess the situation. This means gathering information, organizing it, and thinking about it. You consider all the differing perceptions, hostile emotions, and unclear communications flailing about. In order to be successful, you must really understand your interests and goals, as well as those of the other side.

This is the stage where you parse the problem. Unbundle the various components of the problem so you can consider them and reassemble them into possible solutions. List options already discussed and on the table, as well as any criteria that have been suggested as a potential basis for agreement. 

Preview 00:56


During the planning stage you generate ideas relative to the five elements in play and decide what actions to take. How are you going to handle the people issues? What are the most important of your issues? How are they ranked? What are some realistic objectives? This is the time to generate more alternatives and criteria for deciding among them.  It is also the time to detail your bottom line where you will discontinue negotiating and move on to your next best option. 



During this stage the parties communicate back and forth searching for agreement. Again, the five elements are the best way to structure these communications. Problems concerning people, such as feelings of frustration or anger and differences in point of view need to be addressed.

Difficulties in communications can be acknowledged and talked about. Each side should develop an understanding of the interests of the other side. At that point, both can jointly generate and review options with an eye toward promoting mutual advantages. This is the time to seek agreement on standards for resolving conflicting interests.

This is an iterative stage in the process. This means based on feedback from the discussions and the proposals that are floated, the parties can go back and reassess and refine their positions moving closer to a solution.  



When agreement is reached, waste no time in drafting any formal documents or contracts and execute them ASAP. Deals can stall and fall apart surprisingly fast if the momentum to close is not urgently pursued.

That outlines the process and the stages of negotiation. Now let’s spend some time looking at the process of creativity and how to think creatively to create Alternatives that can then be explored. 

+ Creativity and Brainstorming
1 lecture 11:19

Creativity and Brainstorming

Negotiating is a creative act. To navigate conflict and strike a sustainable win-win agreement you need to think creatively. Creative thinking is a skill that can be developed and improved. Creativity is not just for artists and musicians.

Commercial enterprises need to create new products and services that have value for customers. Innovation and invention require novel ideas. Businesses need to solve problems and overcome obstacles. All solutions to problems start as ideas. These are all creative endeavors.

Creativity is usually thought of as an innate talent that people are born with. People are either creative or not, the thinking goes. Creativity is shrouded in mystery and the creative process in mystical mumbo jumbo.

There is the romantic idea of the lone creative genius who has a Eureka moment and something entirely new pops into their head. But creativity is actually synthetic, meaning it is a process that takes known ideas and combines them in a novel way. And this type of creativity can be learned, developed and improved upon.

Creativity is a name for the process of putting concepts and ideas together in new ways. It is a form of systems thinking. It has to do with pattern recognition and pattern forming. It has to do with taking ideas that work in one domain and applying them in another. This is how creativity performs the synthesis of using ideas and concepts as raw material and extruding new ideas.

Sir Isaac Newton who invented calculus and physics, two giant ideas that revolutionized our world, said “If I have seen further than others, it is by standing upon the shoulders of giants."

One of the prerequisites of being creative is to remain curious and devour information from a wide range of subjects. Creativity is either combining seemingly disparate concepts in a new way or repurposing an idea from one application to another. This is called lateral thinking.

The concept of lateral thinking is related to creativity and problem solving. Lateral thinking is a concept introduced by Edward de Bono. He has written extensively on the subject since the 1960s. Lateral thinking is an approach to creativity and solving problems that is contrasted with step-by-step logic.

In our current world, we have many newly developed platforms and technologies that can be reassembled in novel ways. Thinking about them laterally and figuring out how they can be used to solve problems is a strategy to foster innovation and invention.

Creativity is combining things in novel ways. Arthur Koestler thought of this combinatorial nature of creativity as “bisociation”. Routine skills of thinking operate on one plane of thought. A creative act of thinking resides in the collision of two or more thought planes that, out of habit, have not been put together before. And it takes imaginative effort.

Humor works in this way. It is a process of putting two things together in a way you weren’t expecting. Creativity works in similar ways in art, science, and business.

Being creative and cultivating creativity is not just for artists. Developing a working knowledge of the creative process is fundamental to being successful. Creativity is critical in all aspects of business. It is a fundamental part of problem solving and conflict resolution. Marketing, Branding, Advertising depend on creative approaches. Brainstorming alternatives in planning negotiations relies on creativity. Product and services and their continuous improvement are creative processes. Deal making is always creative. Leadership is an art; it is creative. Business is a creative act.

Creativity is combinatorial and innovation is collaborative. Getting a diverse group of people to collaborate towards goals that require creative solutions is the essence of managing and leading. You need to get people from different disciplines with different expertise to contribute as peers to an outcome that isn’t known in advance. You have to be open to ideas regardless of their origin and create the right environment for them to flourish.

Ideas can come from anywhere. Have humility in the face of creativity. Senior people in companies don’t have a monopoly on ideas. Neither does long experience. In fact, experience can hinder creative thinking by limiting possibilities because “it’s always been done this way”. Encourage ideas from all staff. You need all the ideas you can get.

Cultivate a creative environment. Another quote from Ogilvy is helpful here: “Kill grimness with laughter. Maintain an atmosphere of informality. Encourage exuberance. Get rid of sad dogs who spread gloom.”

There is a tension between action and contemplation in management and leadership. Being decisive is a key attribute of a good leader. But it is equally important to think and plan strategically and that takes time and contemplation. We have to be thoughtful and disciplined not to let our tendency to act all the time get in the way of giving ourselves time for deeper uninterrupted thought.

John Cleese of Monty Python fame has a great lecture on creativity. Here is the link

This lecture is well worth listening to. Mr. Cleese starts with an anecdote about having lost some pieces of writing and then ending up rewriting them from memory, only better than the original. The take-away here is about allowing ourselves the time to let ideas steep and allow the unconscious to work. “I was embarrassed that I lost our work, so I rewrote it from memory, straight off in a hurry. Then I discovered the original and the one I’d done very quickly was better than the original. I didn’t spend any time thinking about it, so how could it be better than the original?”

“The only thing I could think was that my unconscious had been working on the sketch and improving it ever since I wrote it. I began to see a lot of my best work seemed to come as a result of my unconscious working on things when I wasn’t really attending to them.”

“I’m not talking about the Freudian unconscious but the intelligent unconscious. We can’t control our unconscious but we can look to how we can create the circumstance in which it becomes easier for us to work with our unconscious.”

Mr. Cleese eloquently acknowledges that ideas and breakthroughs percolate in the deep recesses of our brain. He then talks about two key, practical traits of truly creative people by studying creativity in architects.

"…creative architects knew how to play. They could get immersed in a problem. It was almost childlike, like when a child gets utterly absorbed in a problem. The second thing was that they deferred making decisions as long as they could. This is surprising.”

“If you have a decision to make, what is the single most important question to ask yourself? I believe it’s ‘when does this decision have to be made’? When most of us have a problem that’s a little bit unresolved, we’re a little bit uncomfortable. We want to resolve it. The creative architects had this tolerance for this discomfort we all feel when we leave things unresolved.”

“Why would those two things be importance? The playfulness is because in that moment of childlike play, you’re much more in touch with your unconscious. The second is that when you defer decisions as long as possible, it’s giving your unconscious the maximum amount of time to come up with something.”

He goes on to talk about fast and slow thinking.

“Guy Claxton, the author of Hare Brain, Tortoise Mind, says there are two kinds of thinking: one dependent on reason and logic, and one less purposeful, more playful, leisurely and dreamy. In this mode, we are mulling things over, almost in a meditative fashion, we are pondering a problem versus earnestly trying to solve it. He says allowing the mind time to meander is not a luxury but a necessity. You need the tortoise mind, such as Einstein described, as much as you need the hare brain.”

“The hare brain loves clarity; it wants everything to be expressed in a very simple, straightforward clear way. Tortoise mind doesn’t expect clarity; it doesn’t know where the illumination is going to come from. The language of the unconscious is images. That also means a lot of times when you’re being very creative you can feel very confused. You don’t know where you are or where you’re going. And you can tolerate that and continue to defer the decision. Because you’re taking your time in tortoise mind, if you have a question, you’re much more likely to get interested in the question.”

“One other important distinction between the two is that hare brain always treats perception as not being important, when in fact how you perceive things is enormously dependent on your emotional state. And when you’re more relaxed and focused, you’re much more likely to be more aware.”

“Now I want to explain about getting into tortoise mind. The enemies of tortoise mind are anxiety and interruptions. The moment you get anxious or interrupted you go back into hare brain. What you have to do is give yourself a place where you’re not going to be interrupted for about an hour, because it takes time for your thoughts to settle. You have to create boundaries of space and then you have to create boundaries of time. You need to give yourself the time to let these ideas come up because it deals in the confusion and images and very subtle things.”

“That’s why when you start on something that’s fundamentally creative, don’t bring the old critical mind in too quickly. Let the thing fall, find out what it is. And then, by all means, bring hare brain in to evaluate them, because you’ll get ideas, but not all of them will be good.”

Creativity is not the exclusive domain of some “creative class.” It is something we all need to be aware of developing and continuously improving so we can negotiate better and make better decisions based on more compelling visions.

Creativity and Brainstorming
+ Summary
1 lecture 01:25


This outlines a powerful method for negotiating agreement, problem solving, and conflict resolution. This method should be the basis for a joint decision-making process that promotes cooperation and collaboration. Principled negotiation emphasizes a focus on defining basic interests, creating mutually satisfying options, and using fair standards that more often than not have the potential for ending in a wise agreement.

This method is not just applicable to business deals.  It is really productive in social settings where maintaining the relationship is paramount but promoting your interests and needs is also important like dealing with family and friends.

In organizational settings it will help you manage those who report to you as well as lateral relationships with colleagues and also bosses.