Daniel Kahneman

Leaders who deliberate too much are viewed with suspicion.

So I think Obama was at a certain disadvantage relative to George Bush.

Yeah, he was more deliberate.

And then when you're very deliberate, you look as if you don't know what you're doing.

But when you act with confidence, so people want leaders who are intuitive, I think, by and large, provided they agree with it.

Well, you know, that goes back to a theme that we started with, the essence of teaching negotiations, that negotiations is not about trying to convince the other guy.

It's about trying to understand them.

So again, it's slowing yourself down.

It's not doing what comes naturally because trying to convince them is a prime pressure.

Arguments, promises, and threats are always a prime pressure.

And what you really want is understand, you know, what you can do to make it easy for them to move your way.

It's very non-intuitive.

That's a surprising thing when you teach negotiation.

It's not obvious.

You know, we are taught to apply pressure in a centralized way.

Well, I think one of the ideas that people like the most is an idea by Gary Klein that he calls the premortem.

And that's a universal winner.

People really like that idea.

And this is that when you're about to make a decision, a group, not quite, because if you've made it, it's too late, but you're approaching it.

And then you get people in a room, can be the people who are making the decision, and