Bargaining For Advantage Quotes

Justice is the first virtue of social institutions, as truth is of systems of thought. A theory however elegant and economical must be rejected or revised if it is untrue; likewise laws and institutions no matter how efficient and well-arranged must be reformed or abolished if they are unjust. Each person possesses an inviolability founded on justice that even the welfare of society as a whole cannot override. For this reason justice denies that the loss of freedom for some is made right by a greater good shared by others. It does not allow that the sacrifices imposed on a few are outweighed by the larger sum of advantages enjoyed by many. Therefore in a just society the liberties of equal citizenship are taken as settled; the rights secured by justice are not subject to political bargaining or to the calculus of social interests.

You must determine where you are going, so that you can bargain for yourself, so that you don’t end up resentful, vengeful and cruel. You have to articulate your own principles, so that you can defend yourself against others’ taking inappropriate advantage of you, and so that you are secure and safe while you work and play. You must discipline yourself carefully. You must keep the promises you make to yourself, and reward yourself, so that you can trust and motivate yourself. You need to determine how to act toward yourself so that you are most likely to become and to stay a good person. It would be good to make the world a better place.

Nick knew the moment she realized her robe had dropped. Knew when the knowledge she was naked hit her full force. Watched her lips purse a small circle of horror right before sanity hit to make her reach for the robe. Nick used his two-second time span to make a decision. Her fingers started to yank up the material when he blocked her motion, lowered his head, and stamped his mouth over hers. Shock held her immobile and he used the time to his advantage. One quick thrust parted her plump lips and allowed him entry—entry to every slick, feminine heated corner of her mouth. Drugged on the taste of her, he circled her tongue with quick, urgent strokes, begging her to give it all back to him. And she did. Full power.

Each person possesses and inviolability founded on justice that even the welfare of society as a whole cannot override. For this reason, justice denies that the loss of freedom for some is made right by a greater good shared by others. It does not allow that the sacrifices imposed on a few are outweighed by the larger sum of advantages enjoyed by many. Therefore in a just society the liberties of equal citizenship are taken as settled; the rights secured by justice are not subject to political bargaining or to the calculus of social interests. The only thing that permits us to acquiesce in an erroneous theory is the lack of a better one; analogously, an injustice is tolerable only when it is necessary to avoid an even greater injustice. Being first virtues of human activities, truth and justice are uncompromising.

Nobody ever saw a dog make a fair and deliberate exchange of one bone for another with another dog. Nobody ever saw one animal by its gestures and natural cries signify to another, this is mine, that yours; I am willing to give this for that....But man has almost constant occasion for the help of his brethren, and it is in vain for him to expect it from their benevolence only. He will be more likely to prevail if he can interest their self-love in his favour, and show them that it is for their own advantage to do for him what he requires of them. Whoever offers to another a bargain of any kind, proposes to do this. Give me that which I want, and you shall have this which you want, is the meaning of every such offer; and it is in this manner that we obtain from one another the far greater part of those good offices which we stand in need of.

To be good, you must learn to be yourself at the bargaining table.

All strive for victory. But not all understand what it truly is. To a soldier or pilot on the line, victory is surviving the current battle. To a politician, victory is an advantage one can bring to a bargaining table. To a warrior, victory is driving an enemy from the field of battle, or bringing him to surrender. Sometimes victory is greater than the warrior could ever hope for. Sometimes it is more than he is able to hear.

You can get anything you want from anywhere in the world at a bargain price, but don't [whatever you do] expect to understand how it was made or how it got to you.

Privilege implies exclusion from privilege, just as advantage implies disadvantage," Celine went on. "In the same mathematically reciprocal way, profit implies loss. If you and I exchange equal goods, that is trade: neither of us profits and neither of us loses. But if we exchange unequal goods, one of us profits and the other loses. Mathematically. Certainly. Now, such mathematically unequal exchanges will always occur because some traders will be shrewder than others. But in total freedom—in anarchy—such unequal exchanges will be sporadic and irregular. A phenomenon of unpredictable periodicity, mathematically speaking. Now look about you, professor—raise your nose from your great books and survey the actual world as it is—and you will not observe such unpredictable functions. You will observe, instead, a mathematically smooth function, a steady profit accruing to one group and an equally steady loss accumulating for all others. Why is this, professor? Because the system is not free or random, any mathematician would tell you a priori. Well, then, where is the determining function, the factor that controls the other variables? You have named it yourself, or Mr. Adler has: the Great Tradition. Privilege, I prefer to call it. When A meets B in the marketplace, they do not bargain as equals. A bargains from a position of privilege; hence, he always profits and B always loses. There is no more Free Market here than there is on the other side of the Iron Curtain. The privileges, or Private Laws—the rules of the game, as promulgated by the Politburo and the General Congress of the Communist Party on that side and by the U.S. government and the Federal Reserve Board on this side—are slightly different; that's all. And it is this that is threatened by anarchists, and by the repressed anarchist in each of us," he concluded, strongly emphasizing the last clause, staring at Drake, not at the professor.

First, all deals that close are win-win deals. The two sides would not agree to a proposal unless they thought agreement was better for them than no deal.

In markets, you gain leverage by your power to walk away. Inside organizations, you gain leverage by having control over key items such as resources, decisions, budgets, information, and the like.

Stronger, faster companies can detect and pounce on opportunities, for instance, to take advantage of the downturn by snapping up assets at bargain prices and snatching market share out from under their competitors.

The most realistic distinction between the investor and the speculator is found in their attitude toward stock-market movements. The speculator’s primary interest lies in anticipating and profiting from market fluctuations. The investor’s primary interest lies in acquiring and holding suitable securities at suitable prices. Market movements are important to him in a practical sense, because they alternately create low price levels at which he would be wise to buy and high price levels at which he certainly should refrain from buying and probably would be wise to sell. It is far from certain that the typical investor should regularly hold off buying until low market levels appear, because this may involve a long wait, very likely the loss of income, and the possible missing of investment opportunities. On the whole it may be better for the investor to do his stock buying whenever he has money to put in stocks, except when the general market level is much higher than can be justified by well-established standards of value. If he wants to be shrewd he can look for the ever-present bargain opportunities in individual securities. Aside from forecasting the movements of the general market, much effort and ability are directed on Wall Street toward selecting stocks or industrial groups that in matter of price will “do better” than the rest over a fairly short period in the future. Logical as this endeavor may seem, we do not believe it is suited to the needs or temperament of the true investor—particularly since he would be competing with a large number of stock-market traders and first-class financial analysts who are trying to do the same thing. As in all other activities that emphasize price movements first and underlying values second, the work of many intelligent minds constantly engaged in this field tends to be self-neutralizing and self-defeating over the years. The investor with a portfolio of sound stocks should expect their prices to fluctuate and should neither be concerned by sizable declines nor become excited by sizable advances. He should always remember that market quotations are there for his convenience, either to be taken advantage of or to be ignored. He should never buy a stock because it has gone up or sell one because it has gone down. He would not be far wrong if this motto read more simply: “Never buy a stock immediately after a substantial rise or sell one immediately after a substantial drop.” An

A negotiation is an interactive communication process that may take place whenever we want something from someone else or another person wants something from us.

Suspense was an excellent tool for keeping powerful people off balance. It gave one bargaining power.

If I were starving, I would have taken her money. But since I am not, why should I make a deal that isn’t any fun? I enjoy the clash of wits involved in bargaining, when two persons try to outdo each other with ruses and with eloquence. She didn’t even flinch. She didn’t know any better. She didn’t pay me the respect of assuming that I was going to try to take advantage of her. If I had sold those pieces to that woman at that ridiculous price, I would have felt cheated.

A Nazi initiation into the upper reaches of the SS was to gouge out the eye of a pet cat after feeding the cat and cuddling it for a month. This exercise was designed to eliminate all traces of pity-poison and mold a full Übermensch. There is a very sound magical postulate involved: the practitioner achieves superhuman status by performing some atrocious, revolting, subhuman act. In Morocco, magic men gain power by eating their own excrement. But dig out Ruski’s eyes? Stack bribes to the radioactive sky. What does it profit a man? I could not occupy a body that could dig out Ruski’s eyes. So WHO gained the whole world? I didn’t. Any bargain involving exchange of qualitative values like animal love for quantitative advantage is not only dishonorable, as wrong as a man can get, it is also foolish. Because YOU get nothing. You have sold your YOU.

This was true enough, though it did not throw any light upon my perplexity. If we had heard of it to start with, it is possible that all the family would have considered the possession of a ghost a distinct advantage. It is the fashion of the times. We never think what a risk it is to play with young imaginations, but cry out, in the fashionable jargon, 'A ghost! - nothing else was wanted to make it perfect.' I should not have been above this myself. I should have smiled, of course, at the idea of the ghost at all, but then to feel that it was mine would have pleased my vanity. Oh, yes, I claim no exemption. The girls would have been delighted. I could fancy their eagerness, their interest, and excitement. No; if we had been told, it would have done no good - we should have made the bargain all the more eagerly, the fools that we are. ("The Open Door")

Develop a specific alternative as a fallback if the negotiation fails. If you can’t walk away, you can’t say no. Too often, cooperative people leave themselves without choices at the bargaining table. They have no alternatives planned if negotiations fail. Coaching note: your preparation must always include plan B. Life will go on if there is no deal, so find out what your alternatives are, work on improving them, and bring a clear vision of them with you to the negotiation. Remember the lesson of Janie Rail in chapter 6. Build your own railroad if you have to. There is always an alternative.

Negotiation scholars have observed this phenomenon so often we have a name for it: “escalation of commitment.” People lose sight of their real goals in competitive situations and pay far too much money, spend too much time, or sacrifice too many other interests for the privilege of saying they have won.

I bartered access to my lands to get back the woman I love from a sadist who plays with minds as if they are toys. I meant to fight Hybern- to find a way around the bargain I made with the king once she was back. Only Rhysand and his cabal had turned her into one of them. And she delighted in ripping open my territory for Hybern to invade. All for a petty grudge- either her own or her... master's.' 'You don't get to rewrite the narrative,' I breathed. 'You don't get to spin this to your advantage.' Tamlin only angled his head to Rhys. 'When you fuck her, have you ever noticed that little noise she makes right before she climaxes?' Hear stained my cheeks. This wasn't outright battle, but a steady, careful shredding of my dignity, my credibility. ... Rhys turned his head, looking me over from head to toe. Then back to Tamlin. A storm about to be unleashed. But it was Azriel who said, his voice like cold death, 'Be careful how you speak about my High Lady.' Surprise flashed in Tamlin's eyes- then vanished. Vanished, swallowed by pure fury as he realised what that tattoo coating my hand was for. 'It was not enough to sit at my side, was it?' A hateful smile curled his lips. 'You once asked me if you'd be my High Lady, and when I said no...' A low laugh. 'Perhaps I underestimated you. Why serve in my court, when you could rule in his?

Competition is not necessary in an abundant world. You are here to create, not to compete for what has already been created. You are going to get what you want, but in such a way that it helps everyone else as well. You don’t have to take anything away from anyone else, and they aren’t taking from you. You don’t have to drive bargains, cheat, or take advantage of people. No one should work for less than their value, and no one has anything that you cannot have yourself.

He approached her, his voice taking on a seductive tenor. "Shall we seal it with a kiss, then?" Callie caught her breath and stiffened at the question. Ralston smiled at her obvious nerves. He ran a finger along the edge of her hairline, tucking a rogue lock of hair behind her ear gently. She looked up at him with her wide brown eyes, and he felt a burst of tenderness in his chest. He leaned close, moving slowly, as though she might scare at any moment, and his firm mouth brushed across hers, settling briefly, barely touching before she jumped back, one hand flying to her lips. He leveled her with a frank gaze and waited for her to speak. When she didn't, he asked, "Is there a problem?" "N-No!" she said, a touch too loudly. "Not at all, my lord. That is- Thank you." His breath exhaled on a half laugh. "I'm afraid that you have mistaken the experience." He paused, watching the confusion cross her face. "You see, when I agree to something, I do it wholeheartedly. That was not the kiss for which you came, little mouse." Callie wrinkled her nose at his words, and at the nickname he had used for her. "It wasn't?" "No." Her nervousness flared, and she resumed toying with her cloak tassel. "Oh, well. It was quite nice. I find I am quite satisfied that you have held up your end of our bargain." "Quite nice isn't what you should be aiming for," he said, taking her restless hands into his own and allowing his voice to deepen. "Neither should the kiss leave you satisfied." She tugged briefly, giving up when he would not free her and instead pulled her closer, setting her hands upon his shoulders. He trailed his fingers down her neck, leaving her breathless, her voice a mere squeak when she replied, "How should it leave me?" He kissed her then. Really kissed her. He pulled her against him and pressed his mouth to hers, possessing, owning in a way she could never have imagined. His lips, firm and warm, played across her own, tempting her until she was gasping for breath. He captured the sound in his mouth, taking advantage of her open lips to run his tongue along them, tasting her lightly until she couldn't bear the teasing. He seemed to read her thoughts, and just when she couldn't stand another moment, he gathered her closer and deepened the kiss, changing the pressure. He delved deeper, stroked more firmly. And she was lost. Callie was consumed, finding herself desperate to match his movements. Her hands seemed to move of their own volition, running along his broad shoulders and wrapping around his neck. Tentatively, she met Ralston's tongue with her own and was rewarded with a satisfied sound from deep in his throat as he tightened his grip, sending another wave of heat through her. He retreated, and she followed, matching his movements until his lips closed scandalously around her tongue and he sucked gently- the sensation rocked her to her core. All at once she was aflame.

Whether this propensity be one of those original principles in human nature of which no further account can be given; or whether, as seems more probable, it be the necessary consequence of the faculties of reason and speech, it belongs not to our present subject to inquire. It is common to all men, and to be found in no other race of animals, which seem to know neither this nor any other species of contracts. Two greyhounds, in running down the same hare, have sometimes the appearance of acting in some sort of concert. Each turns her towards his companion, or endeavours to intercept her when his companion turns her towards himself. This, however, is not the effect of any contract, but of the accidental concurrence of their passions in the same object at that particular time. Nobody ever saw a dog make a fair and deliberate exchange of one bone for another with another dog. Nobody ever saw one animal by its gestures and natural cries signify to another, this is mine, that yours; I am willing to give this for that. When an animal wants to obtain something either of a man or of another animal, it has no other means of persuasion but to gain the favour of those whose service it requires. A puppy fawns upon its dam, and a spaniel endeavours by a thousand attractions to engage the attention of its master who is at dinner, when it wants to be fed by him. Man sometimes uses the same arts with his brethren, and when he has no other means of engaging them to act according to his inclinations, endeavours by every servile and fawning attention to obtain their good will. He has not time, however, to do this upon every occasion. In civilised society he stands at all times in need of the cooperation and assistance of great multitudes, while his whole life is scarce sufficient to gain the friendship of a few persons. In almost every other race of animals each individual, when it is grown up to maturity, is entirely independent, and in its natural state has occasion for the assistance of no other living creature. But man has almost constant occasion for the help of his brethren, and it is in vain for him to expect it from their benevolence only. He will be more likely to prevail if he can interest their self-love in his favour, and show them that it is for their own advantage to do for him what he requires of them. Whoever offers to another a bargain of any kind, proposes to do this. Give me that which I want, and you shall have this which you want, is the meaning of every such offer; and it is in this manner that we obtain from one another the far greater part of those good offices which we stand in need of. It is not from the benevolence of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest. We address ourselves, not to their humanity but to their self-love, and never talk to them of our own necessities but of their advantages. Nobody but a beggar chooses to depend chiefly upon the benevolence of his fellow-citizens. Even a beggar does not depend upon it entirely. The charity of well-disposed people, indeed, supplies him with the whole fund of his subsistence. But though this principle ultimately provides him with all the necessaries of life which he has occasion for, it neither does nor can provide him with them as he has occasion for them. The greater part of his occasional wants are supplied in the same manner as those of other people, by treaty, by barter, and by purchase. With the money which one man gives him he purchases food. The old clothes which another bestows upon him he exchanges for other old clothes which suit him better, or for lodging, or for food, or for money, with which he can buy either food, clothes, or lodging, as he has occasion.

Gently push back, at least for one round. Cooperative people are programmed to say yes to the first reasonable proposal someone makes. To improve, you need to practice pushing back a little. A simple question that works well is: “Can you do better than that?” If the other side says no and you feel you can sustain the process for another round, ask for help understanding why that is the best they can do. If their answer makes no sense, share your confusion. You will get farther with a little polite persistence than you will by quick surrender.

He will be more likely to prevail if he can interest their self-love in his favour, and shew them that it is for their own advantage to do for him what he requires of them. Whoever offers to another a bargain of any kind, proposes to do this. Give me that which I want, and you shall have this which you want, is the meaning of every such offer; and it is in this manner that we obtain from one another the far greater part of those good offices which we stand in need of. It is not from the benevolence of the butcher, the brewer, or the baker, that we expect our dinner, but from their regard to their own interest. We address ourselves, not to their humanity, but to their self-love, and never talk to them of our own necessities, but of their advantages.

Snowbound up here with you. Without books or business to occupy my time, I wonder what I’ll do,” he added with a leer. She blushed gorgeously, but her voice was serious as she studied his face. “If things hadn’t gone so well for you-if you hadn’t accumulated so much wealth-you could have been happy up here, couldn’t you?” “With you?” “Of course.” His smile was as somber as hers. “Absolutely.” “Although,” he added, linking her hands behind her back and drawing her a little closer, “you may not want to remain up here when you learn your emeralds are back in their cases at Montmayne.” Her head snapped up, and her eyes shone with love and relief. “I’m so glad. When I realized Robert’s story had been fabrication, it hurt beyond belief to realize I’d sold them.” “It’s going to hurt more,” he teased outrageously, “when you realize your bank draft to cover their cost was a little bit short. It cost me $45,000 to buy back the pieces that had already been sold, and $5,000 to buy the rest back from the jeweler you sold them to.” “That-that unconscionable thief!” she burst out. “He only gave me $5,000 for all of them!” She shook her head in despair at Ian’s lack of bargaining prowess. “He took dreadful advantage of you.” “I wasn’t concerned, however,” Ian continued teasing, enjoying himself hugely, “because I knew I’d get it all back out of your allowance. With interest, of course. According to my figures,” he said, pausing to calculate in his mind what it would have taken Elizabeth several minutes to figure out on paper, “as of today, you now owe me roughly $151,126.” “One hundred and- what?” she cried, half laughing and half irate. “There’s the little matter of the cost of Havenhurst. I added that in to the figure.” Tears of joy clouded her magnificent eyes. “You bought it back from that horrid Mr. Demarcus?” “Yes. And he is ‘horrid.’ He and your uncle ought to be partners. They both possess the instincts of camel traders. I paid $100,000 for it.” Her mouth fell open, and admiration lit her face. “$100,000! Oh, Ian-“ “I love it when you say my name.” She smiled at that, but her mind was still on the splendid bargain he’d gotten. “I could not have done a bit better!” she generously admitted. “That’s exactly what he paid for it, and he told me after the papers were signed that he was certain he could get $150,000 if he waited a year or so.” “He probably could have.” “But not from you!” she announced proudly. “Not from me,” he agreed, grinning. “Did he try?” “He tried for $200,000 as soon as he realized how important it was to me to buy it back for you.” “You must have been very clever and skillful to make him agree to accept so much less.” Trying desperately not to laugh, Ian put his forehead against hers and nodded. “Very skillful,” he agreed in a suffocated voice. “Still, I wonder why he was so agreeable?” Swallowing a surge of laughter, Ian said, “I imagine it was because I showed him that I had something he needed more than he needed an exorbitant profit.” “Really?” she said, fascinated and impressed. “What did you have?” “His throat.

Patriotism comes from the same Latin word as father. Blind patriotism is collective transference. In it the state becomes a parent and we citizens submit our loyalty to ensure its protection. We may have been encouraged to make that bargain from our public school education, our family home, religion, or culture in general. We associate safety with obedience to authority, for example, going along with government policies. We then make duty, as it is defined by the nation, our unquestioned course. Our motivation is usually not love of country but fear of being without a country that will defend us and our property. Connection is all-important to us; excommunication is the equivalent of death, the finality we can’t dispute. Healthy adult loyalty is a virtue that does not become blind obedience for fear of losing connection, nor total devotion so that we lose our boundaries. Our civil obedience can be so firm that it may take precedence over our concern for those we love, even our children. Here is an example: A young mother is told by the doctor that her toddler is allergic to peanuts and peanut oil. She lets the school know of her son’s allergy when he goes to kindergarten. Throughout his childhood, she is vigilant and makes sure he is safe from peanuts in any form. Eighteen years later, there is a war and he is drafted. The same mother, who was so scrupulously careful about her child’s safety, now waves goodbye to him with a tear but without protest. Mother’s own training in public school and throughout her life has made her believe that her son’s life is expendable whether or not the war in question is just. “Patriotism” is so deeply ingrained in her that she does not even imagine an alternative, even when her son’s life is at stake. It is of course also true that, biologically, parents are ready to let children go just as the state is ready to draft them. What a cunning synchronic-ity. In addition, old men who decide on war take advantage of the timing too. The warrior archetype is lively in eighteen-year-olds, who are willing to fight. Those in their mid-thirties, whose archetype is being a householder and making a mark in their chosen field, will not show an interest in battlefields of blood. The chiefs count on the fact that young braves will take the warrior myth literally rather than as a metaphor for interior battles. They will be willing to put their lives on the line to live out the collective myth of societies that have not found the path of nonviolence. Our collective nature thus seems geared to making war a workable enterprise. In some people, peacemaking is the archetype most in evidence. Nature seems to have made that population smaller, unfortunately. Our culture has trained us to endure and tolerate, not to protest and rebel. Every cell of our bodies learned that lesson. It may not be virtue; it may be fear. We may believe that showing anger is dangerous, because it opposes the authority we are obliged to appease and placate if we are to survive. This explains why we so admire someone who dares to say no and to stand up or even to die for what he believes. That person did not fall prey to the collective seduction. Watching Jeopardy on television, I notice that the audience applauds with special force when a contestant risks everything on a double-jeopardy question. The healthy part of us ardently admires daring. In our positive shadow, our admiration reflects our own disavowed or hidden potential. We, too, have it in us to dare. We can stand up for our truth, putting every comfort on the line, if only we can calm our long-scared ego and open to the part of us that wants to live free. Joseph Campbell says encouragingly, “The part of us that wants to become is fearless.” Religion and Transference Transference is not simply horizontal, from person to person, but vertical from person to a higher power, usually personified as God. When

The girl circled in my arm was clean and fresh, and her sleeping breath was humid against the base of my throat. Something stirred in me in response to her helplessness, and yet at the same time I resented her. I had seen too damn many of these brisk and shining girls, so lovely, so gracious, and so inflexibly ambitious. They had counted their stock in trade and burnished it and spread it right out there on the counter. It was all yours for the asking. All you had to do was give her all the rest of your life, and come through with the backyard pool, cookouts, Eames chairs, mortgage, picture windows, two cars, and all the rest of the setting they required for themselves. These gorgeous girls, with steel behind their eyes, were the highest paid whores in the history of the world. All they offered was their poised, half-educated selves, one hundred and twenty pounds of healthy, unblemished, arrogant meat, in return for the eventual occupational ulcer, the suburban coronary. Nor did they bother to sweeten the bargain with their virginity. Before you could, in your hypnoid state, slip the ring on her imperious finger, that old-fashioned prize was long gone, and even its departure celebrated many times, on house parties and ski weekends, in becalmed sailboats and on cruise ships. This acknowledged and excused promiscuity was, in fact, to her advantage. Having learned her way through the jungly province of sex, she was less likely to be bedazzled by body hunger to the extent that she might make a bad match with an unpromising young man. Her decks were efficiently cleared, guns rolled out, fuses alight, cannonballs stacked, all sails set. She stood on the bridge, braced and ready, scanning the horizon with eyes as cold as winter pebbles. One

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Bargaining for Advantage: Negotiation Strategies for Reasonable People, by G. Richard Shell.

There are those who seize advantages because they think they can get away with it, and others who find their only bargaining chip to be a self-destructive veto. In a real sense, we all play the ultimatum game.

An en masse increase in ability within a competitive system doesn’t advantage all individuals. Instead, more competition weakens each individual’s bargaining position within the larger structure. The White House’s own 2014 report on increasing college opportunity for low-income students noted, “Colleges have grown more competitive, restricting access. While the number of applicants to four-year colleges and universities has doubled since the early 1970s, available slots have changed little.” 15

they kept asking him about immigration. That opened his eyes.” The issue also dovetailed with Trump’s long-held view that the United States was being taken advantage of by hostile foreigners.

The subtler and stranger the correlation—like the relationship between sunny weather and rising markets—the less likely that others would spot it and cause it to go away. “The signals that we have been trading without interruption for fifteen years make no sense,” Mercer explained to Mallaby in a rare interview in 2008. “Otherwise someone else would have found it.” The other advantage Renaissance held was its ability to exploit these faint patterns, even if they were individually modest. Because

When a man is discontented with himself, it has one advantage however, that it puts him into an excellent frame of mind for making a bargain.

Milady makes no bargains that are not advantageous to her.

the God of Death, who made a bargain with my father to enter here. He said he would not give the gift to my father because his ambitions were set. I had none. As just a child, that god bestowed more upon me than any being should ever harbor to give my father the unparalleled advantage he needed. It was never a gift; it has always been a curse.

Consider shirts, for example. Macy’s boasted 129 different men’s styles, priced from $1.99 to $14.09. Korvette, by contrast, stocked only 35 styles of men’s shirts, priced from $1.49 to $6.99. While it was difficult to pin down precise numbers, Korvette’s “bargain” prices were at least in part a reflection of its relatively paltry selection. Neither the $1.99 shirt from Macy’s nor the $1.49 shirt from Korvette was likely to be of the highest quality, and it was impossible to know which of the two offered the best value. But Macy’s customers had the opportunity to compare a $1.99 shirt with a $14.09 shirt, while Korvette shoppers were limited to the low end of the category. For Korvette this had the advantage of shielding customers from top-of-the-line goods that by comparison may have made their largely low-end lines appear shabby. For Korvette customers to make truly informed buying decisions was nearly impossible.

Unless you are a liquidator, that kind of approach to buying businesses is foolish. First, the original “bargain” price probably will not turn out to be such a steal after all. In a difficult business, no sooner is one problem solved than another surfaces—never is there just one cockroach in the kitchen. Second, any initial advantage you secure will be quickly eroded by the low return that the business earns. For example, if you buy a business for $8 million that can be sold or liquidated for $10 million and promptly take either course, you can realize a high return. But the investment will disappoint if the business is sold for $10 million in ten years and in the interim has annually earned and distributed only a few percent on cost. Time is the friend of the wonderful business, the enemy of the mediocre.107 Cleveland Worsted Mills is a perfect example of a liquidation working out well. The company could have meandered along, trying to earn a mediocre return in a competitive business, but the company chose to close up shop instead. Shareholders were lucky to have Poss at the helm (workers, not so much). He was a significant shareholder and didn’t have the patience to deal with striking employees. He shut down, liquidated, and provided shareholders with a good return.

FIGURE 5.1 Buying and closing checklist. 1. Identify a potential bargain purchase; ask questions. 2. Write down the one urgent problem you can solve for the seller. 3. Establish the fair market value, give or take 5 percent. 4. Research the market rent and likely net income the property will produce. 5. State your minimum acceptable profit on this house. 6. Formulate an offer that solves the seller's one urgent problem. 7. Make the offer. Insist on either an acceptance or a counteroffer (Don't tell me what you won't do; tell me what you will do). 8. Make another offer based on any new information. 9. If the seller is unresponsive but you remain convinced there is opportunity, go away and come back in a week with another offer. 10. Get the contract accepted-signed by all parties. 11. Make your earnest money deposit with the closing agent. 12. Retain rights to house inspector and termite inspector if needed. 13. Order a title search with a title company, attorney, or escrow company, and furnish these agents a copy of your fully signed contract. 14. Talk with the agent or attorney who will prepare the closing documents to alert him to any unusual clauses in the contract. 15. Get copies of any documents you will be required to sign the day before the closing, and get a copy of the title insurance commitment-read to check for exceptions. 16. Read closing documents (very carefully!!!). 17. Walk through the house the day of the closing after the sellers are completely out of the house. 18. Go to the closing, review the documents, and collect the appropriate items listed on the closing documents list, and get the keys and garage door opener. Note: When you are buying, take your time. Time is on your side. Having both the buyers and the sellers at the closing can work to your advantage. When you are selling, sign documents in advance. Only go to pick up your check after the buyer has signed everything and left. Source: Reprinted from John Schaub, "Making It Big on Little Deals," seminar by permission

It is largely the fluctuations which throw up bargains and the uncertainty due to the fluctuations which prevents other people from taking advantage of them.

I, too, was taken aback by this turn of events. I was speechless. My mind raced to find a possible answer. Finally, I muttered apathetically, “If I’m to be a kept boy, I’ll expect to be housed in a luxury penthouse, not in a run-of-the mill flat. “Secondly, I’ll want a top-of-the-line sports car –a Ferrari or a Lamborghini, not a city car. “Last but not least, I’ll insist on a healthy remuneration to keep me in a princely style.”               Andy stared at me as if I was a whoreson, while Uncle James broke out in comedic exuberance. Shocked by my uncle’s boisterous outburst, my lover gaped, not knowing what to make of my guardian. “You can take the boy out of China, but you can’t take China out of the boy,” the Englishman vociferated hilariously.               My chaperone scrutinized my uncle, wondering if the man had lost his mind. He waited for James’ laughter to subside. “What are you talking about?” he expressed.               I twittered, “In the event that you’ve lost your mind, sir, I’m not from China. I’m from Malaya.”               James iterated enthusiastically, “Nevertheless, you, young man, are Chinese. Having dealt with Chinese businessmen for most of my life, you are a true-to-form Chinese.” He resumed, “Like the Hong Kong Chinese I’ve dealt with over the years you are an excellent negotiator. You’ve inherited your parents’ genetic ability to strike an optimum bargain to your advantage.” He paused. “In all seriousness, I think your counter-suggestions may be just the ammunition you’ll need to fend off Mossey. That is, if you desire to forgo his offer,” he opined.               Quick-witted Andy responded cheerfully, “What an awesome idea. I’ll be more than happy to draft the counter-proposal for you, my lovely one.” For the most part, I’d been a silent observer of this imprudent frivolity. I answered calmly, after giving the matter some thought, “I’ll sleep on this and have answers for you before our return to Daltonbury Hall.

The failure of the West fully to take advantage of the opportunity offered by a reformist president in Iran already looks like a bad mistake. One such opportunity came after the September 11, 2001, attacks in the United States when members of the Iranian leadership (not just Khatami, but also Khamenei) condemned the terrorist action in forthright terms, and ordinary Iranians showed their sympathies with candlelit vigils in the streets of Tehran—more evidence of the marked difference of attitude between Iranians and other Middle Eastern peoples. Another opportunity came after Iran gave significant help to the coalition forces against the Taliban later in 2001, helping to persuade the Northern Alliance to accept democratic arrangements for post-Taliban Afghanistan.2 In 2002 Iranians were rewarded with President George W. Bush’s “Axis of Evil” speech, which lumped Iran with Iraq and North Korea. Finally, the Bush administration ignored an Iranian offer in the spring of 2003 (shortly after the fall of Baghdad), via the Swiss, for bilateral talks toward a Grand Bargain that appeared to promise a possible resolution of the nuclear issue and de facto Iranian recognition of Israel. The purpose of all this is not to reinforce the cringing sense of guilt that bedevils many Western observers who look at the Middle East. It is not All Our Fault, and no doubt if the Iranians had been in the position of strength that Britain was between 1815 and 1950, or that the United States has been in since then, they would have behaved as badly, and quite possibly worse. The Iranians also missed opportunities for rapprochement in the Khatami years. But too often we have gotten things wrong, and that has had a cost. It is important to see events from an Iranian perspective, to see how we got things wrong, and to see what needs to be done in order to get them right. The most important thing is this: if we make commitments and assert certain principles, we must be more careful to mean what we say and to uphold those principles.

That’s why the initial slowness of bargaining may be offset by a critical advantage: It speeds up implementation. The superintendent can make a lightning-fast decision if she makes it autocratically, but if her administrators and teachers hate it, then adoption will come to a standstill.

I am truly an idiot. I should have bargained with a marriage proposal before freeing you.” She leaned her forehead against the rung of the ladder, still shaking too much to trust herself. “No g-gentleman would push a lady in such circumstances,” she said through chattering teeth. “I am not a gentleman. I am a warrior, and we use whatever advantage we can get.” He gave her an affectionate slap on her rump. “What of it, Libby? I think you owe me a little something after this.

The state has an advantage in the domestic use of force, but its power is largely constrained by its internationally recognized borders. While states work to monitor and repress dissent at home (Bates, Greif, and Singh 2002; Hardin 1995; Olson 2001), they are limited in their ability to exercise force in territories where they are not sovereign. Understanding this limitation on state power, rebel groups often evade repression by strategically positioning themselves outside of the state’s reach. Thus, territorially unbridled, transnational actors—although apparently weak—have a significant advantage against geographically constrained states, whose power and authority are defined by a particular sovereign space. Conditions in neighboring states and the ability to organize in external sanctuaries, therefore, critically affect the bargain between states and challengers by altering the apparent internal asymmetry of force (on asymmetric warfare see Arreguin-Toft 2001 and Mack 1975).

Angel, I’ll always have the advantage. And I wouldn’t say you’re half as good. It’s maybe an eighth or even less. But I might bargain with you for some of my winnings, if you make it worth my while.

The best way to fight this is to recognize it, name it, and refuse to go along with it.

My own experience and a lot of research tell me that you already have what it takes to be a highly competent negotiator.

When you try to stop someone’s physical attack with your own physical maneuver (a block), you are pitting power against power—and the stronger party will have an advantage. But if you can sidestep the attack, you will avoid the hit, retain your balance, and remain in control of the situation.

Core” is what creates differentiation in the marketplace and wins customers. “Context” consists of everything else—things like finance, sales, and marketing. No matter how well you do it or how many resources you put into context, it does not create a competitive advantage. Every company does it. According to Moore: Core is what companies invest their time and resources in that their competitors do not. Core is what allows a business to make more money and/or more margin, and make people more attracted to a business than to its competitors. Core gives a business bargaining power: it is what customers want and cannot get from anyone else.26

Gently push back, at least for one round. Cooperative people are programmed to say yes to the first reasonable proposal someone makes. To improve, you need to practice pushing back a little. A simple question that works well is: “Can you do better than that?

The more the other party needs what you can offer, the more they will feel the loss if you walk away. And the more likely they are to say yes to your terms.

First, the dividend return is relatively high. Second, the reinvested earnings are substantial in relation to the price paid and will ultimately affect the price. In a five-to seven-year period these advantages can bulk quite large in a well-selected list. Third, a bull market is ordinarily most generous to low-priced issues; thus it tends to raise the typical bargain issue to at least a reasonable level. Fourth, even during relatively featureless market periods a continuous process of price adjustment goes on, under which secondary issues that were undervalued may rise at least to the normal level for their type of security. Fifth, the specific factors that in many cases made for a disappointing record of earnings may be corrected by the advent of new conditions, or the adoption of new policies, or by a change in management.

I'll give you the knife, and we'll look for your name together." "We're still enemies," he said. "Of course we are. And I'll keep trying to defeat you, and you'll keep trying to stop me. But in the meantime, we'll look for your name." I waited. I knew what he would say next: Let me do something about those virgin hands, and we'll have a deal. It was only logical, for obviously I could get the knife whenever I liked, and as long as I remained a virgin, I could still use it to fulfill the Rhyme. No matter how much I desired his kisses, the thought of letting him possess me entirely was still terrifying. But I'd come here prepared to offer up that much. I couldn't back out now. "Deal," he said. I blinked. He reached up and tapped my wrist. "All right!" I jerked thee knife away. He caught my wrist, took the knife, and threw it across the room. "You're worried about the knife but not my hands?" I demanded. "Well, I'm the mighty demon lord and I have your knife. It seems only fair to leave you some advantages." "But--" I realized with a wave of embarrassment that despite my relief, I was also disappointed. My face heated. He grinned as if he knew and kissed my palm.

Greyson tilted his head and smirked in a way that used to kick up my self-defense instincts. “What?” I asked. “Nothing,” he said with too much innocence. “I was just congratulating myself.” “For what?” “For the brilliant decision to accept my mate bond with you, Lady Hunter.” “It turned out better than I ever hoped for,” I admitted. “It did, didn’t it?” He leaned closer, and even after more than six months of being bonded, it still made my spine prickle with over-awareness. “You’re a lot of trouble, but you’re worth it.” “I’m trouble? You’re the one who recklessly bargains with his life, accepts potentially hazardous mate bonds, and tears head first into danger!” “More decisions I’m proud of,” Greyson said. I gaped at him in disbelief, and he chuckled lowly, then took advantage of the moment to kiss me senseless. “Aroo!” I’d never heard a howl tinged with disgust, but when I laughed and stepped away from Greyson, Aeric had his head down and his paws covering his eyes. Wyatt wagged his tail at us and crooned what I suspect was supposed to be some kind of romantic love song, because Aeric made a dry-heaving-hacking noise. I rolled my eyes.

Karl Marx, observing this disruption in the middle decades of the nineteenth century, could not accept the English evolutionary explanation for the emergence of capitalism. He believed that coercion had been absolutely necessary in effecting this transformation. Marx traced that force to a new class of men who coalesced around their shared interest in production, particularly their need to organize laboring men and women in new work patterns. Separating poor people from the tools and farm plots that conferred independence, according to Marx, became paramount in the capitalists’ grand plan.6 He also stressed the accumulation of capital as a first step in moving away from traditional economic ways. I don’t agree. As Europe’s cathedrals indicate, there was sufficient money to produce great buildings and many other structures like roads, canals, windmills, irrigation systems, and wharves. The accumulation of cultural capital, especially the know-how and desire to innovate in productive ways, proved more decisive in capitalism’s history. And it could come from a duke who took the time to figure out how to exploit the coal on his property or a farmer who scaled back his leisure time in order to build fences against invasive animals. What factory work made much more obvious than the tenant farmer-landlord relationship was the fact that the owner of the factory profited from each worker’s labor. The sale of factory goods paid a meager wage to the laborers and handsome returns to the owners. Employers extracted the surplus value of labor, as Marx called it, and accumulated money for further ventures that would skim off more of the wealth that laborers created but didn’t get to keep. These relations of workers and employers to production created the class relations in capitalist society. The carriers of these novel practices, Marx said, were outsiders—men detached from the mores of their traditional societies—propelled forward by their narrow self-interest. With the cohesion of shared political goals, the capitalists challenged the established order and precipitated the class conflict that for Marx operated as the engine of change. Implicit in Marx’s argument is that the market worked to the exclusive advantage of capitalists. In the early twentieth century another astute philosopher, Max Weber, assessed the grand theories of Smith and Marx and found both of them wanting in one crucial feature: They gave attitudes to men and women that they couldn’t possibly have had before capitalist practices arrived. Weber asked how the values, habits, and modes of reasoning that were essential to progressive economic advance ever rooted themselves in the soil of premodern Europe characterized by other life rhythms and a moral vocabulary different in every respect. This inquiry had scarcely troubled English economists or historians before Weber because they operated on the assumption that human nature made men (little was said of women) natural bargainers and restless self-improvers, eager to be productive when productivity

Where economic efficiency gives males a bargaining advantage on account of greater mobility of their human capital from a gendered division of labor, families do best by socializing a daughter to cultivate the femininity that will help her win her a good man and the docility that will help her keep him. Because human history has been agrarian for most of recorded time, these are the values—let’s call it patriarchy—most familiar to humanity.

You must determine where you are going, so that you can bargain for yourself, so that you don’t end up resentful, vengeful and cruel. You have to articulate your own principles, so that you can defend yourself against others’ taking inappropriate advantage of you, and so that you are secure and safe while you work and play. You must discipline yourself carefully. You must keep the promises you make to yourself, and reward yourself, so that you can trust and motivate yourself. You need to determine how to act toward yourself so that you are most likely to become and to stay a good person.

One of Rockefeller’s strengths in bargaining situations was that he figured out what he wanted and what the other party wanted and then crafted mutually advantageous terms. Instead of ruining the railroads, Rockefeller tried to help them prosper, albeit in a way that fortified his own position.

In auction situations, the final bidder overpays so often that economists call the accompanying feeling of regret the “winner’s curse.