|
|
Getting to Yes: Negotiating Agreement Without Giving In (Paperback)
by Roger Fish, William L. Ury, Bruce Patton
| Category:
Negotiation, Communication, Business skills |
| Market price: ¥ 168.00
MSL price:
¥ 148.00
[ Shop incentives ]
|
| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
Originally written as negotiation tactics for lawyers, this bestselling book offers proven steps to help you get what you want. |
| If you want us to help you with the right titles you're looking for, or to make reading recommendations based on your needs, please contact our consultants. |
Detail |
Author |
Description |
Excerpt |
Reviews |
|
|
|
Author: Roger Fish, William L. Ury, Bruce Patton
Publisher: Penguin USA
Pub. in: December, 1991
ISBN: 0140157352
Pages: 224
Measurements: 7.7 x 5.1 x 0.6 inches
Origin of product: USA
Order code: BA00136
Other information: ISBN-13: 978-0140157352
|
|
Rate this product:
|
|
- Awards & Credential -
National Bestseller in North America. |
|
- MSL Picks -
This books is an excellent introduction to negotiation. It talks about negotiating in a principled way, but not in a weak way. When I was a director in business, I bought a copy for all of my managers and challenged them to operate this way. The advice is practical, the ideas well presented and the model something that has proven itself over time.
While the concepts are simple, the application isn't. It takes awareness and emotional intelligence to do all of the things in this book well. However, the book raises awareness of what's really critical and in that sense it is invaluable. This is a business classic for good reason.
I think the most important thing this book emphasizes is separating out the emotional factors from the substance of the negotation and working with them separately. While this may seem like common sense, a lot of people go forward with a negotiation without getting the emotional issues on the table and resolved first.
I also found this book hard-hitting. There was a lot of good, well-organized information in a short space. If you don't want to become an expert at negotiation, but you are looking for something short with solid principles, this is your book. If you are looking for books on conflict resolution, there are better ones out there. If you click on my profile, I list some of them under a listmania list and have written reviews under each one. Perhaps one of these books would be better for your specific needs.
I think it is useful to master the principles in this book so they can function as a roadmap to hang more complicated ideas on as your skills grow in this area. While the book doesn't address some of the more difficult or complicated areas of negotiation, it is a great concise introduction that will point you in the right direction for the challenges you are facing.
I also like the strong emphasis on ethics in this book. I think it's a misconception that one needs to compromise principles to be a tough negotiator. This is certainly not true and this is a great book for people who don't want to win a particular negotiation at the expense of an important relationship. Therefore, it's also a nice roadmap for couple's, dealing with teenagers, etc.
(From quoting Patrick Goonan, USA)
Target readers:
Business and government leaders, entrepreneurs, managers, professionals, sales reps, MBAs, and anyone who is interested in the art of negotiation.
|
|
- Better with -
Better with
Difficult Conversations: How to Discuss what Matters Most
:
|
|
Customers who bought this product also bought:
|
|
Roger Fisher teaches negotiation at Harvard Law School, where he is Williston Professor of Law emeritus and director of the Harvard Negotiation Project. Raised in Illinois, he served in WWII with the U.S. Army Air Force, in Paris with the Marshall Plan, and in Washington D.C., with the Department of Justice. He consults widely with governments, corporations, and individuals through Conflict Management, Inc., and the Conflict Management Group of Cambridge, Massachusetts.
William Ury co-founded Harvard's Program on Negotiation, where he directs the Negotiation Network. He has served as a mediator and advisor in negotiations and now serves as an advisor to the International Negotiation Network at the Carter Center of Emory University. Formerly on the faculty of Harvard Business School, Ury has taught negotiation to corporate executives, labor leaders, and government officials around the world. He has also served as a consultant to the White House on establishing nuclear risk reduction centers in Washington and Moscow. Ury's most recent book is Getting Past No: Negotiating with Difficult People. Raised in California and Switzerland, he received his undergraduate degree from Yale and his doctorate 'in anthropology from Harvard. Massachusetts.
Bruce Patton, deputy director of the Harvard Negotiation Project, is the Thaddeus R. Beal Lecturer on Law at Harvard Law School. A lawyer, he teaches negotiation to diplomats and corporate executives around the world and works as a negotiation consultant and mediator in international, corporate, labor-management, and family settings. Associated with the Conflict Management organizations, which he co-founded in 1984, he has both graduate and under-graduate degrees from Harvard.
|
|
From Publisher
Getting to Yes is a straightorward, universally applicable method for negotiating personal and professional disputes without getting taken - and without getting angry.
It offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict - whether it involves parents and children, neighbors, bosses and employees, customers or corporations, tenants or diplomats. Based on the work of Harvard Negotiation Project, a group that deal continually with all levels of negotiations and conflict resolutions from domestic to business to international, Getting to Yes tells you how to:
- Separate the people from the problem
- Focus on interests, not positions
- Work together to create opinions that will satisfy both parties
- Negotiate successfully with people who are more powerful, refuse to play by the rules, or resort to "dirty tricks."
|
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.
|
Chapter 4: Invent Options for Mutual Gain
The case of Israel and Egypt negotiating over who should keep how much of the Sinai Peninsula illustrates both a major problem in negotiation and a key opportunity.
the pie that leaves both parties satisfied. Often you are negotiating along a single dimension, such as the amount of territory, the price of a car, the length of a lease on an apartment, or the size of a commission on a sale. At other times you face what appears to be an either/or choice that is either markedly favorable to you or to the other side. In a divorce settlement, who gets the house? Who gets custody of the children? You may see the choice as one between winning and losing- and neither side will agree to lose. Even if you do win and get the car for $12,000, the lease for five years, or the house and kids, you have a sinking feeling that they will not let you forget it. Whatever the situation, your choices seem limited.
option like a demilitarized Sinai can often make the difference between deadlock and agreement. One lawyer we know attributes his success directly to his ability to invent solutions advantageous to both his client and the other side. He expands the pie before dividing it. Skill at inventing options is one of the most useful assets a negotiator can have.
Yet all too often negotiators end up like the proverbial children who quarreled over an orange. After they finally agreed to divide the orange in half, the first child took one half, ate the fruit, and threw away the peel, while the other threw away. the fruit and used the peel from the second half in baking a cake. All too often negotiators "leave money on the table" - they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side. Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. Why?
DIAGNOSIS
As valuable as it is to have many options, people involved in a negotiation rarely sense a need for them. In a dispute, people usually believe that they know the right answer - their view should prevail. In a contract negotiation they are equally likely to believe that their offer is reasonable and should be adopted, perhaps with some adjustment in the price. All available answers appear to lie along a straight line between their position and yours. Often the only creative thinking shown is to suggest splitting the difference.
Inventing of an abundance of options: (1) premature judgment; (2) searching for the single answer; (3) the assumption of a fixed pie; and (4) thinking that "solving their problem is their problem." In order to overcome these constraints, you need to understand them.
Premature judgment
Inventing options does not come naturally. Not inventing is the normal state of affairs, even when you are outside a stressful negotiation. If you were asked to name the one person in the world most deserving of the Nobel Peace Prize, any answer you might start to propose would immediately encounter your reservations and doubts. How could you be sure that that person was the most deserving? Your mind might well go blank, or you might throw out a few answers that would reflect conventional thinking: "Well, maybe the Pope, or the President."
pounce on the drawbacks of any new idea. Judgment hinders imagination.
sense is likely to be sharper. Practical negotiation appears to call for practical thinking, not wild ideas.
on the other side. Suppose you are negotiating with your boss over your salary for the coming year. You have asked for a $4,000 raise; your boss has offered you $1,500, a figure that you have indicated is unsatisfactory. In a tense situation like this you are not likely to start inventing imaginative solutions. You may fear that if you suggest some bright half-baked idea like taking half the increase in a raise and half in additional benefits, you might look foolish. Your boss might say, "Be serious. You know better than that. It would upset company policy. I am surprised. that you even suggested it." If on the spur of the moment you invent a possible option of spreading out the raise over time, he may take it as an offer: "I'm prepared to start negotiating on that basis." Since he may take whatever you say as a commitment, you will think twice before saying anything.
Piece of information that will jeopardize your bargaining position. If you should suggest, for example, that the company help finance the house you are about to buy, your boss may conclude that you intend to stay and that you will in the end accept any raise in salary he is prepared to offer.
Searching for the single answer
In most people's minds, inventing simply is not part of the negotiating process. People see their job as narrowing the gap between positions, not broadening the options available. They tend to think, "We're having a hard enough time agreeing as it is. The last thing we need is a bunch of different ideas." Since the end product of negotiation is a single decision, they fear that freefloating discussion will only delay and confuse the process.
the second is premature closure. By looking from the outset for the single best answer, you are likely to short-circuit a wiser decision-making process in which you select from a large number of possible answers.
The assumption of a fixed pie
A third explanation for why there may be so few good options on the table is that each side sees the situation as essentially either/or - either I get what is in dispute or you do. A negotiation often appears to be a "fixed-sum" game; $100 more for you on the price of a car means $100 less for me. Why bother to invent if all the options are obvious and I can satisfy you only at my own expense?
Thinking that "solving their problem Is their problem"
A final obstacle to inventing realistic options lies in each side's concern with only its own immediate interests. For a negotiator to reach an agreement that meets his own self-interest he needs to develop a solution which also appeals to the self-interest of the other. Yet emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides: "We've got enough problems of our own; they can look after theirs." There also frequently exists a psychological reluctance to accord any legitimacy to the views of the other side; it seems disloyal to think up ways to satisfy them. Shortsighted self- concern thus leads a negotiator to develop only partisan positions, partisan arguments, and one-sided solutions...
|
|
| View all 10 comments |
Tomas Ashley (MSL quote), USA
<2006-12-27 00:00>
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. |
Rolf Dobelli (MSL quote), Switzerland
<2006-12-27 00:00>
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. |
A reader (MSL quote), USA
<2006-12-27 00:00>
If you're searching for a book to help you with conflict resolution, look no further: This universally praised volume, known for its effective "separate the people from the problem" philosophy, is the definitive guide for would-be negotiators who want to turn antagonism into collaboration. Although countless workshops and corporate seminars have been based on this book, it's worth noting that its principles are equally effective in managing domestic and personal clashes. So, if there's a relationship that's not working for you, pick up a copy of Getting to Yes and start making it better. |
Victor Alvearez (MSL quote), USA
<2007-01-19 00:00>
"Reading the pamphlet on the Royal Canadian Air Force exercises will not make you physically fit. Studying books on tennis, swimming, riding a bicycle, or riding a horse will not make you an expert. Negotiation is no different." - From Getting to Yes
Wise words indeed. Anyone expecting a "how-to" method from any book on negotiation is in the wrong field of study. The best one can expect is a general framework, and that is what this book provides.
Fisher and Ury advocate what they refer to as "principled negotiation", a style of negotiation where there are no winners and losers. Agreements are reached rationally by considering the motives each party has for maintaining a their position. People are separated from the issues at hand, and emotions are controlled. There is a strong emphasis on rationality, using objective criteria.
Unfortunately, human beings aren't always capable of controlling their emotions and being rational. Or sometimes simply refuse to negotiate. Fisher and Ury recognize this, and provide a framework for tackling these issues, centered on what they call BATNA (Best Alternative To a Negotiated Agreement).
Overall a great book, but, as the authors themselves would concede, no substitution to negotiation experience.
|
View all 10 comments |
|
|
|
|
