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昨天读小说4小时，累计阅读509小时。
另，做33 war strategies 摘要如下：
21. Negotiate While Advancing: The Diplomatic-War Strategy
People will always try to take from you in negotiation what they could not get from you in battle or direct confrontation. They will even use appeals to fairness and morality as a cover to advance their position. Do not be taken in: negotiation is about maneuvering for power or placement, and you must always put yourself in the kind of strong position that makes it impossible for the other side to nibble away at you during your talks. Before and during negotiations, you must keep advancing, creating relentless pressure and compelling the other side to settle on your terms. The more you take, the more you can give back in meaningless concessions. Create a reputation for being tough and uncompromising, so that people are back on their heels before they even meet you.
Earning people’s trust and confidence is not a moral issue but a strategic one: sometimes it is necessary, sometimes it isn’t. People will break their word if it serves their interests, and they will find any moral or legal excuse to justify their moves, sometimes to themselves as well as to others.
A confused and riled negotiator is prone to make mistakes—such as reveal too much about what he is after, always a fatal error. A confused negotiator is also more easily seduced by emotional demonstrations.
Knowing how easily people are seduced by appearances, the Austrian minister gave the czar the appearance of power (being the center of attention at the conference), while he himself retained its substance (having the signed document). It is what the Chinese call giving someone a gaudy piece of painted tile in exchange for jade.
Success in negotiation depends on the level of preparation. If you enter with vague notions as to what you want, you will find yourself shifting from position to position depending on what the other side brings to the table. You may drift to a position that seems appropriate but does not serve your interests in the end. Unless you carefully analyze what leverage you have, your maneuvers are likely to be counterproductive.
The less people understand you and where you are headed, the more room you have to maneuver them into corners.
“Everyone wants something without having any idea how to obtain it, and the really intriguing aspect of the situation is that nobody quite knows what I want and what the others are capable of I am completely prepared.”
Conflict and confrontation are generally unpleasant affairs that churn up unpleasant emotions. Out of a desire to avoid such unpleasantness, people will often try to be nice and conciliatory to those around them, I the belief that that wil elicit the same response in return. But so often experience proves this logic to be wrong: over time, the people you treat nicely will take you for granted. They will see you as weak and exploitable. Being generous does not elicit gratitude but creates either a spoiled child or someone who resents behavior perceived as charity.
Those who believe against the evidence that niceness breeds niceness in return are doomed to failure in any kind of negotiation, let alone in the game of life. People respond in a nice and conciliatory way only when it is in their interest and when they have to do so.
Understand: if you are weak and ask for little, little is what you will get. But if you act strong, making firm, even outrageous demands, you will create the opposite impression: people will think that your confidence must be based on something real. You will earn respect, which in turn will translate into leverage.
The great British diplomat Harold Nicholson believed there were two kinds of negotiators: warriors and shopkeepers. Warriors use negotiations as a way to gain time and a stronger position. Shopkeepers operate on the principle that it is more important to establish trust, to moderate each side’s demands and come to a mutually satisfying settlement.
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