44 How to Become a Better Negotiator

situations where the reflective thinking method may not be the best
way to make decisions or solve problems.
Imagine, for example, a navy ship whose captain is a big be-
liever in participative management and who regularly uses the re-
flective thinking model in solving problems aboard ship. The
officers under the captain’s command enjoy having a say in deci-
sions that affect them and their sailors. And it’s a good way for the
captain to develop the leadership skills of his officers. Then one
day, the ship strays into enemy waters and is torpedoed and quickly
lists badly to port. Should the captain call the ship’s officers to-
gether and follow the reflective thinking model in deciding what to
do? Or does the situation require another approach? The captain
could follow the reflective thinking model of decision making.
Everybody on board would feel good about the process. But they
would also probably drown. Perhaps both the officers and sailors
would appreciate the captain’s use of an authoritative decision-
making method: ‘‘You radio for help! You take charge of fire con-
trol! You lower the lifeboats!’’
Reflective thinking is a practical method for producing high-
quality decisions that everybody can support, but as the ship exam-
ple illustrates, it’s not best in every situation. If used improperly,
the reflective thinking process can make you appear indecisive.
More than three quarters of the decisions most of us have to make
can and should be made on the spot, while perhaps 15 percent
need some time and thought, and 5 percent of the decisions
shouldn’t have to be made at all.

CHAPTER REVIEW
To discover what you have learned in this chapter, take the follow-
ing open-book review quiz.

1. Can conflict ever be good? Why or why not?

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