Reading – The Principles of Getting Past No

Reading – The Principles of Getting Past No

Getting past no is the process of breaking through the five barriers that exist to cooperation. This article looks at each of these five barriers and gives suggestions on how to break through them.

Breaking down each of these five barriers to cooperation

Getting past each of these five barriers to cooperation requires breaking through your own emotions and reactions, as well as the emotions of others. Similarly, getting past each of these barriers requires breaking through the position, power, and personal hurdles of the other party.

One of the most important barriers to technological cooperation is a cultural divide. There are differences in the technical fields, social norms, and economic strength between countries. These differences must be overcome when international collaboration is attempted. For example, engineers in the United States often have difficulty accepting technology from another country. However, Japan has shown great success in applying U.S. technology to new products.

Another important barrier is the discontinuity between R&D and commercialization. This has made it difficult for companies to maintain a competitive edge. The rapid diffusion of technology has also contributed to this problem. In addition, the obsolescence of existing facilities has created a barrier for upgrading facilities. It is also difficult for companies to maintain a competitive edge because of economies of scale.

Finally, the United States spends a large amount of money on industrial research. However, this research is not favorably viewed by the industry. Companies have concerns about antitrust violations and the loss of proprietary advantage. The industry has not favored cooperative research and development because of these concerns. In contrast, cooperative research and development at universities has not been a problem.

These are five of the most important barriers to international technological cooperation. However, it is important to realize that there are other types of barriers. These barriers can prevent people from using products and services, or enjoy amenities. These barriers can also include policies and conditions. Similarly, there are also psychological biases that develop over time. The good news is that there are formal institutional strategies that can change incentives for individual decision-makers.

Expressing appreciation

Getting to No is the process of saying no to someone. It can be distressing to master as an adult, but it is an underused leadership skill. William Ury, the cofounder of the Harvard Negotiation Project, outlines the steps necessary to get there. The first step is an inner understanding. This understanding is about ranking performance against explicit and implicit standards.

The second step involves identifying interests and determining how to craft a no that relates to those interests. This can help you craft a no that demonstrates understanding and appreciation. If you learn how to say no, you may find that you are more willing to speak honestly and respectfully with others. In addition, you may be less likely to take advantage of others.

The third step involves balancing the communication process. If one side tries to erode your personal boundaries, the other side can respond in kind. This can lead to unwanted accommodations and avoidance. Ury recommends going to your balcony to get a better view of the situation. This can help you evaluate what is happening and what you can do to improve it. You can also learn from the other side’s perspective. This can lead to a more mutually beneficial outcome.

In addition to Getting to No, William Ury has also written Getting to YES and Getting Past No. If you are looking for a solid negotiation strategy, consider getting a copy of these books. The tips and tricks are useful for anyone. Whether you are a new negotiator or a seasoned professional, you will be able to apply these tips to virtually any situation.

Reading – The Principles of Getting Past No
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