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Negotiate in their world. Persuasion is not about how bright or smooth or forceful you are. It’s about the other party convincing themselves that the solution you want is their own idea. So don’t beat them with logic or brute force. Ask them questions that open paths to your goals. It’s not about you.
Never Split the Difference
Chris Voss and Tahl Raz
“to check or bypass representative government” via direct democracy simply empowers “a new class of election entrepreneurs” by delegating to them the tasks of “formulating policy, organizing the effort to get something on the ballot, and providing voters with the information and cues they need to make a decision.” Whereas “average citizens will sporadically give input to government when something really matters to them,” Cain (2015, 8–9) noted, “organized interests are a constant presence.”
Democracy for Realists
Christopher H. Achen, Larry M. Bartels
The Center for Creative Leadership, an executive-education company, developed a technique called “situation behavior impact” to help leaders be more precise and therefore less arrogant when giving feedback. This simple technique reminds you to describe three things when giving feedback: 1) the situation you saw, 2) the behavior (i.e., what the person did, either good or bad), and 3) the impact you observed. This helps you avoid making judgments about the person’s intelligence, common sense, innate goodness, or other personal attributes. When you pass blanket judgments, your guidance sounds arrogant.
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