If you are using time well, you are always building your ad-

versary's b u d g e t . You can build it w i t h canceled meetings of

your o w n , with " u r g e n t " p h o n e calls that you don't return i m -
medcall from the adver-sary, w h o wanted to review a letter my client
had sent him. Even t h o u g h the letter was on my client's desk, staring
h i m in the face, he told the adversary he'd have to put h i m on hold and
go look for the letter. O n l y fifteen seconds, but if you're w o r r i e d
about an issue, fifteen seconds is long e n o u g h for all kinds of
thoughts to race through your mind. Meanwhile, those brief
seconds gave my client time to collect and calm himself for the
discussion to follow. My client was also making a subtle statement
that he was not needy here, that he didn't even have the letter in front
of h i m .
Is building the adversary's b u d g e t j u s t silly gamesmanship?
N o t at all. It's a valuable way to get your opponent's attention, to
push their vision of their pain. Adversaries dally, play games of
their o w n , and in many other ways simply aren't serious. These
folks need your help in order to push forward to serious decision
making. O n e way you do this is by building their budgets, which
then focus the attention marvelously. Ho C h i M i n h just kept
134 START WITH NO

"no," lets the adversary be okay, and gets you deals that stick. B e -
lieving that the positive strip is dangerous reveals that you're
stuck in a "ru want to do everything you can to build that vision. T h e
positive strip line does just that, as you will learn the m i n u t e you p u t
this fuel into practice.

Or:

"That's great, Joan. I appreciate your interest, but we still have a

lot of challenges to work on."

R i g h t about n o w you may be thinking, Wait a minute, Camp, in

this chapter and the preceding one on the fuels of the Camp system,
you've been introducing ways to obtain as m u c h information from the
adversary as possible while divulging as little information as possible.
What happens when you run into an adversary who also knows the Jim
Camp systemand then to explain why. We w o u l d n ' t have to engage in
reversing and c o n n e c t i n g in
 Joseph Henry (1797–1878) 129

a different country from the one against which the American colonists had
rebelled. Reform was in the air, and the spirit of industry had taken a firm
grip on the people. Although London was his destination, Henry began his
journey by first going to Washington, to collect some letters of introduction;
he was not impressed by the federal capital, where he was destined to spend
so much of his life.
Once in London Henry lost no time in visiting the Royal Society and
the Royal Institution. Unfortunately it was the Easter vacation and Faraday
had just left town, but they met before long, and Henry heard Faraday
lecture. After two useful and enjoyable months, he moved on to Paris for two
more weeks. Observing the passing scene, he found many Gallic customs
curious and was struck by the way women were engaged in many occupa-
tions followed only by men in America. He deplored the prevailing military
spirit, particularly the obligation for every able-bodied male to serve one day
each month on military duty. After brushing up his French, he met a few of
the Frenchthose who followed in his footsteps.
Henry had now reached his forty-ninth year. All the high promises
that had accompanied him to Princeton had been fulfilled in the four-
teen years he spent there. He had found congenial companions and duties
well suited to his powers. He had been valued and honoured by members
of the faculty, while the students held him in reverence. Although far
from exhausted scientifically, rather at the height of his powers, he chose
to withdraw from active scientific work and become an organizer and
 n o n . T u r n it around in your mind's eye. W h e n you get the
c h a n c e — b u t sometime s o o n — g o to the movies w i t h o u t leaving
your favorite chair: Find a quiet place and relax, close your eyes, and
r u n a movie in your mind of some pleasant time in your life (a
sporting event, a date, a fun time in school or at work). Before a
negotiation, see that n e g o -tiation unfolding in your mind. Picture
yourself asking the ques-tions, taking the notes, and negotiating
w i t h perfect behavior. See yourself relaxed w i t h no expectations, no
n e e d , and no fear—a perfectly blank slate. It works, even for a hard-
nosed cor-porate negotiator.