Stephen R. Covey Quote
Associated with Habit 6: Synergize is the endowment of creativity—the creation of something. How? By yourself? No, through two respectful minds communicating, producing solutions that are far better than what either proposed originally. Most negotiation is positional bargaining and results at best in compromise. But when you get into synergistic communication, you leave position. You understand basic underlying needs and interests and find solutions to satisfy them both. Two Harvard professors, Roger Fisher and William Ury, in their book Getting to Yes, outline a whole new approach to negotiation. Instead of assuming two opposing positions—I want that window open. No, closed. No, open.—with occasional compromise (half-open half the time) they saw the possibility of synergy. Why do you want it open? Well, I like the fresh air. Why do you want it closed? I don’t like the draft. What can we do that would give the fresh air without the draft? Now, two creative people who have respect for each other and who understand each other’s needs might say, Let’s open the window in the next room. Let’s rearrange the furniture. Let’s open the top part of the window. Let’s turn on the air-conditioning. They seek new alternatives because they are not defending positions. Whenever there’s a difference, say, Let’s go for a synergistic win/win. Let’s listen to each other. What is your need?
Associated with Habit 6: Synergize is the endowment of creativity—the creation of something. How? By yourself? No, through two respectful minds communicating, producing solutions that are far better than what either proposed originally. Most negotiation is positional bargaining and results at best in compromise. But when you get into synergistic communication, you leave position. You understand basic underlying needs and interests and find solutions to satisfy them both. Two Harvard professors, Roger Fisher and William Ury, in their book Getting to Yes, outline a whole new approach to negotiation. Instead of assuming two opposing positions—I want that window open. No, closed. No, open.—with occasional compromise (half-open half the time) they saw the possibility of synergy. Why do you want it open? Well, I like the fresh air. Why do you want it closed? I don’t like the draft. What can we do that would give the fresh air without the draft? Now, two creative people who have respect for each other and who understand each other’s needs might say, Let’s open the window in the next room. Let’s rearrange the furniture. Let’s open the top part of the window. Let’s turn on the air-conditioning. They seek new alternatives because they are not defending positions. Whenever there’s a difference, say, Let’s go for a synergistic win/win. Let’s listen to each other. What is your need?
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