To illustrate these ideas, we will look at a wide variety of situations in which competitions takes place because comparisons are made. 

1. We must learn the plays for comparing competitive positions. An employee has positions with the company, the boss, fellow employees, customers, and others. A business owner has positions with customers, employees, suppliers, the bank, and so on. Romantic partners have positions with each others, their families, their friends, and so on. Children have positions with their parents, teachers, classmates, as well as positions in any competitive sports or events they take part in. Sales people have position with their customers, with their prospects, within their company, and so on. 
2. We must learn the plays for comparing systems for acquiring the information we need to make better choices. An employee can rely on information from friends at work when such friends may be no better informed than he is. A business owner can rely upon information from the most outspoken employees or customers. Romantic partners hear each other's comments only through filters of expectations and fear. Children initially get their information from parents and gradually shift to their friends. Sales people too often talk more than they listen. Everyone generally pays to much attention to mass media rather than individual insights. 
3. We must learn the plays for comparing the changes in our environment to identify opportunities. Too many employees ignore changes in their external dealings with customers and supplier while fearing changes within existing operations. A business owner cannot see changes within their marketplace and general decaying of their position while focusing on the day-to-day operations. Romantic partners too often focus on big changes in commitment rather than incremental changes in relationship. Children see change as predictable part of the aging process but external changes as frightening. Sales people fail to realize that change in the environment is the only basis for customers changing their past buying decisions. 
4. We must learn the plays for comparing the probabilities of success when choosing which opportunities to pursue. Employees too often want promotions into position that pay better or look more satisfying while failing to consider their fit with those positions. Business owners too often copy what has been already been successful for others losing to the law of diminishing returns. Romantic partners rely upon tests and ultimatums; no matter how likely they are to blow up relationships. Children do the same. Sales people oversell their products, creating dissatisfaction and distrust.
5. We must learn the plays for comparing red flags that indicate that a given course of action will lead us into a disaster. Employees take jobs with shaky companies because they pay better. Business owners make business commitments that require more resources than they have. Romantic partners overlook faults hoping their partners will change. Children think that all dangers are as trivial as their parents' rules against eating candy or staying up late. Sales people overlook red flags and invest too much time in selling customers who are not qualified for the product.
6. We must learn the plays for comparing situations to pick the most appropriate response to current developments. Employees do not realize that an employer's expectations change as they gain more experience, get promoted, and earn more. Business owners don't know when they should work with competitors or work against them. Romantic partners think of their relationships in terms of the dating they did as children not as partners, parents, and mutual caretakers they will become. Children think that the current situation, good or bad, is the only situation, not realizing how each leads to the next. Sales people, like generals, think the the methods that were successful in the last sales process will work as well in the next one.
7. We must learn the plays for comparing the alternatives for creating momentum. Employees must leverage their successes not just into a pay raise but into a career. Business owners too often look to maintain a level of success without realizing that businesses can only go up or down, seldom remaining the same. Romantic partners must understand how to leverage dramatic moment into emotional commitments. Children must learn how to build on what they are good at instead of focusing on where they are embarrassed. Sales people must view the sales process as one of building customers relationships over the long term. 
8. We must learn the plays for comparing approaches to winning rewards from advancing positions. Employees must leverage their increased productivity into more compensation. Business owners are not compensated for doing what they want but for doing what their customers want. Romantic partners must reward their partners and find their relationship rewarding. Children must learn that all the most rewarding success is that for which they work. Sales people sell what they are best compensated for selling, but realize that all compensation isn't found in the next paycheck. 
9. We must learn the plays for comparing our vulnerabilities and our resources for defending our positions. Employees must realize that they cannot be successful if their employer is not successful. Business owners must realize that it doesn't matter how great their products are, but how their products make their customers feel great. Romantic partners must minimize the costs to their partner for maintaining the relationship. Children think they are invulnerable and must learn the hard way that they are not. Sales people must realize that it is easier keeping customers than winning new ones.