Getting to Yes: Negotiating Agreement Without Giving In

Getting to Yes: Negotiating Agreement Without Giving In

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Overview

Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher, William L. Ury, Bruce Patton

The key text on problem-solving negotiation-updated and revised

Getting to Yes has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution.

Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict. Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken.

Product Details

ISBN-13: 9780143118756
Publisher: Penguin Publishing Group
Publication date: 05/03/2011
Pages: 240
Sales rank: 11,462
Product dimensions: 5.08(w) x 7.73(h) x 0.63(d)
Age Range: 18 Years

About the Author

Roger Fisher is the Samuel Williston Professor of Law Emeritus and director emeritus of the Harvard Negotiation Project.

William Ury cofounded the Harvard Negotiation Project and is the award-winning author of several books on negotiation.

Bruce Patton is cofounder and Distinguished Fellow of the Harvard Negotiation Project and the author of Difficult Conversations, a New York Times bestseller.

Read an Excerpt

 Chapter 4: Invent Options for Mutual Gain
(Continues…)



Excerpted from "Getting to Yes"
by .
Copyright © 2011 Roger Fisher.
Excerpted by permission of Penguin Publishing Group.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Table of Contents


Acknowledgments ..... xi
Introduction ..... xvii

Part I: The Problem ..... 1

Chapter 1: Don't Bargain Over Positions ..... 3

Part II: The Method ..... 15
Chapter 2: Separate the PEOPLE from the Problem ..... 17
Chapter 3: Focus on INTERESTS, Not Positions ..... 40
Chapter 4: Invent OPTIONS for Mutual Gain ..... 56
Chapter 5: Insist on Using Objective Criteria ..... 81

Part III: Yes, But ..... 95
Chapter 6: What If They Are More Powerful? ..... 97
Chapter 7: What If They Won't Play? ..... 107
Chapter 8: What If They Use Dirty Tricks? ..... 129

Part IV: In Conclusion ..... 145

Part V: Ten Questions People Ask About Getting to Yes ..... 149

Analytical table of Contents ..... 189
A Note on the Harvard Negotiation Project ..... 199
Question 1: "Does positional bargaining ever make sense?"
Question 2: "What if the other side believes in a different standard of fairness?"
Question 3: "Should I be fair if I don't have to be?"
Question 4: "What do I do if the people are the problem?"
Question 5: "Should I negotiate even with terrorists or someone like Hitler? When does it make sense not to negotiate?"
Question 6: "How should I adjust my negotiating approach to account for differences of personality, gender, culture, and so on?"
Question 7: "How do I decide things like 'Where should we meet?' 'Who should make the first offer?' and 'How high should I start?'"
Question 8: "Concretely, how do I move from inventing options to making commitments?"
Question 9: "How do I try out these ideas without taking too much risk?"
Question 10: "Can the way I negotiate really make a difference if the other side is more powerful?" And "How do I enhance my negotiating power?"

Introduction

Like it or not, you are a negotiator. Negotiation is a fact of life. You discuss a raise with your boss. You try to agree with a stranger on a price for his house. Two lawyers try to settle a lawsuit arising from a car accident. A group of oil companies plan a joint venture exploring for offshore oil. A city official meets with union leaders to avert a transit strike. The United States Secretary of State sits down with his Soviet counterpart to seek an agreement limiting nuclear arms. All these are negotiations.

Everyone negotiates something every day. Like Moliere's Monsieur Jourdain, who was delighted to learn that he had been speaking prose all his life, people negotiate even when they don't think of themselves as doing so. You negotiate with your spouse about where to go for dinner and with your child about when the lights go out. Negotiation is a basic means of getting what you want from others. It is back-and-forth communication designed to reach an agreement when you and the other side have some interests that are shared and others that are opposed.

More and more occasions require negotiation; conflict is a growth industry. Everyone wants to participate in decisions that affect them; fewer and fewer people will accept decisions dictated by someone else. People differ, and they use negotiation to handle their differences. Whether in business, government, or the family, people reach most decisions through negotiation, Even when they go to court, they almost always negotiate a settlement before trial.

Although negotiation takes place every day, it is not easy to do well. Standard strategies for negotiation often leave people dissatisfied, worn out, oralienated-and frequently all three.

People find themselves in a dilemma. They see two ways to negotiate: soft or hard. The soft negotiator wants to avoid personal conflict and so makes concessions readily in order to reach agreement. He wants an amicable resolution; yet he often ends up exploited and feeling bitter. The hard negotiator sees any situation as a contest of wills in which the side that takes the more extreme positions and holds out longer fares better. Hi wants to win; yet he often ends up producing an equally hard response which exhausts him and his resources and harms his relationship with the other side. Other standard negotiating strategies fall between hard and soft, but each involves an attempted trade-off between getting what you want and getting along with people.

There is a third way to negotiate, a way neither hard nor soft, but rather both hard and soft. The method of principled negotiation developed at the Harvard Negotiation Project is to decide issues on their merits rather than through a haggling process focused on what each side says it will and won't do. It suggests that you look for mutual gains whenever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will of either side. The method of principled negotiation is hard on the merits, soft on the people. It employs no tricks and no posturing. Principled negotiation shows you how to obtain what you are entitled to and still be decent. It enables you to be fair while protecting you against those who would take advantage of your fairness.

This book is about the method of principled negotiation. The first chapter describes problems that arise in using the standard strategies of positional bargaining. The next four chapters lay out the four principles of the method. The last three chapters answer the questions most commonly asked about the method: What if the other side is more powerful? What if they will not play along? And what if they use dirty tricks?

Principled negotiation can be used by United States diplomats in arms control talks with the Soviet Union, by Wall Street lawyers representing Fortune 500 companies in antitrust cases, and by couples in deciding everything from where to go for vacation to how to divide their property if they get divorced. Anyone can use this method.

Every negotiation is different, but the basic elements do not change. Principled negotiation can be used whether there is one issue or several; two parties or many; whether there is a prescribed ritual, as in collective bargaining, or an impromptu free-for-all, as in talking with hijackers. The method applies whether the other side is more experienced or less, a hard bargainer or a friendly one. Principled negotiation is an all-purpose strategy. Unlike almost all other strategies, if the other side learns this one, it does not become more difficult to use; it becomes easier. If they read this book, all the better.

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Getting to Yes 3.7 out of 5 based on 0 ratings. 81 reviews.
Guest More than 1 year ago
I was recommended this book by a management consultant. Having read it I understand why, like most consultants it has little new to say, plenty of buzz words but no real execution guidelines. The book is not all bad, I liked the explanation for the win-win attitude. Over all the book does explain the attitude you should have to renegotiate successfully, but unlike some great managerial books, lack the real world examples and guild lines on how to get the job done.
CognitiveWealth More than 1 year ago
I attended a mediation course that follows the philosophy communicated in "Getting To Yes". If you read this book and follow the advice, you will never look at an issue the same again. You will consider the interests of all parties prior to responding to any question. As a mediator, the tools are critical to a "win-win" outcome. I consider this book and their follow-up book, "Beyond Reason", as books to keep within arms reach at all times.
Panchito More than 1 year ago
Getting to Yes is a book that it is simple to read yet it is full of recommendations on how to negotiate and get to yes - thus getting what you want. Although the concepts outlined on this book should be known by everyone, it is not until you read it that it dings on you on the steps you need to take to prepare for any negotiation. When you get to the middle of the book, you already know all the concepts, and the rest of the book is more of a mantra of what was said initially. This is a book that can be read during the weekend. The challenge is practicing the concepts on real life situations.
Anonymous More than 1 year ago
I have used this book as a resource guide numerous times over the years. I have found it to be quite practical, detailed and explains the Negotiation Process in a very concise way. Highly recommended for anyone in the negotiation process or facing one in the near future.
M_L_Gooch_SPHR More than 1 year ago
As a corporate human resources director, I often find myself in the position of negotiator. This may be with unions, contractors, vendors or employees. After reading this book, I found that many of the `tips' actually work in the real world.

Combined with the book by Jerry Spence How to Argue & Win Every Time: At Home, At Work, In Court, Everywhere, Everyday this book will have a very positive impact on your negotiating skills. Michael L Gooch, SPHR
Guest More than 1 year ago
Authors Roger Fisher, William L. Ury and Bruce M. Patton offer a seminal step-by-step guide to negotiating effectively. The authors use anecdotal examples to illustrate both positive and negative negotiating techniques. They believe that, with principled negotiation, both parties can reach an agreement in an amicable and efficient manner. Principled negotiation is based on the belief that when each side comes to understand the interests of the other, they can jointly create options that are mutually advantageous, resulting in a wise settlement. Since this is the second edition, the authors take the opportunity to answer ten common questions from readers of the first edition. If you become skeptical about these fairly rosy negotiation techniques as you read, the Q and A section is very useful. This classic text is easy to understand and you can implement its techniques immediately. We can¿t ask for more than that.
Guest More than 1 year ago
This is the best book on negotiation you will find. It is clear, and the insights are easy to put to use. Take the idea of looking underneath positions to interests. It is a simple idea. And it is the essence of whether a negotiation will turn sour or successful. My one big complaint is that this book doesn't go into too much depth on dealing with the people problem. (Separating the peopel from the problem is not helpful enough for me.) But Fisher just came out with a new book that goes to the heart of emotions and is a perfect sequel. (His new book is Beyond Reason: Using Emotions as You Negotiate.)
Guest More than 1 year ago
This book is valuable for negotiators representing themselves or other parties in complex disputes. It is also valuable for dealing with non-business related disputes. Getting To Yes offers valuable insight into the psychology of disputes and dispute resolution. It empowers you in ordinary situations such as buying a car or settling a personal insurance claim. I read it again and again before I serve as a negotiator and also before I act as a third-party mediator.
jpsnow on LibraryThing 23 hours ago
This is a dry exposition on the fundamentals of negotiation. Though in no way captivating, I did find it useful and relatively concise.
lool on LibraryThing 7 days ago
A must have. Equally usefull with your boy/girlfriend and with your colleagues. Could it be clearer?
Huaynapotosi More than 1 year ago
Nice easy read that I've found useful in my personal and professional life; I recommend it. Didn't give it 5 stars because I feel that it could go more in depth but don't regret having purchased it.
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NathanIves More than 1 year ago
Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William Ury recognizes that professionals are in a frequent state of negotiation and provides them with the tools needed to achieve a desirable outcome. This book probes many diverse negotiation circumstances from both sides of the debate and offers constructive, easy-to-follow methods to achieve one's desired outcomes by: - Disentangling the people from the problem - Focusing on interests, not positions - Working together to find creative and fair options - These methods help the reader negotiate with anyone at any level of their organization. I believe that negotiation is a key component to individual and organizational success. Getting to Yes breaks down these give and take situations; providing the immediately actionable tools needed to achieve a favorable outcome and making these situations less intimidating. If I had one criticism of the book, it would be that the authors seek to achieve a `fair' or `equitable' outcome for each side. While this appears admirable, it forfeits an upside gain that an effective negotiation might be able to otherwise achieve. Getting to Yes provides a thorough, actionable negotiation tool set that is critical to every professional and organization's success; making it a StrategyDriven recommended read. All the Best, Nathan Ives StrategyDriven Principal
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I borrowed this book from the library and decided it's a must have in the home library. It's great for people in consulting and business.
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