Reading : When an Angry Public wants to be Heard + Mental Errors

The first article made me think back on the last session's negotiation, 'Chestnut Village'. Indeed, as my team and I were the on the constructor side, we were facing an angry public. The thing is, the team we were facing, the angry public, wasn't 'federalized' around one problem, but each member of the team had their own issue, so it was quite difficult for us - or maybe just for me, because I tend to get easily irritated by people talking at the same time without any concern for the clarity of their speech or the validity and rationality of their request.
It would have been helpful to have read this article before the negotiations, but I realize that we actually applied some of the advice that is in the article. For example, we started by telling the group of neighbors that we knew it was annoying to have a construction site next to their homes and that we would be happy to do whatever we could to make this time easier for them, which is the first point of the article, 'Acknowledge the concerns of the other side'. We also followed the last point, 'Focus on building a long-term relationships' : we offered the neighbors discounts on the sports facility that was to be built, we agreed to build a new road to access the construction site so that they would keep in mind that our company is one that cares about people's comfort (and so that it would benefit our image), we made them all sign a non-disclosure agreement to make sure they wouldn't speak poorly of us to the press, and we even agreed for six months of therapy for the dentist's daughter, followed by an expertise after this period of time to see if she needed more or not (in exchange, he and the lawyer agreed to display publicity on our construction in their practices).

Regarding the second article, I feel that all the mental errors mentioned are intertwined and that, if you make one, you make all of them. Escalation, partisan perception, irrational expectations, overconfidence and unchecked emotions seem like a 'package' to me. Partisan perception pushed too far would equal overconfidence, which could lead to irrational expectations, what causes escalation and unchecked emotions. To prevent all the above from happening, it's all about preparing with your team, trusting them, and also knowing your opponent, trying to put yourself in their shoes to make sure that every aspect of the negotiation is thought about thoroughly.