Getting to Yes: Negotiating Agreement Without Giving In
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Since its original publication nearly thirty years ago, 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.
the word “compromise” apparently lacks the positive meaning it has in English of “a midway solution both sides can live with,” but has only a negative meaning as in “our integrity was compromised.” Similarly, the word “mediator” in Persian suggests “meddler,” someone who is barging in uninvited. In early 1980 U.N. Secretary General Kurt Waldheim flew to Iran to seek the release of American diplomats being held hostage by Iranian students soon after the Islamic revolution. His efforts were
to formulate it as a shared goal. In other words, make it concrete and future-oriented. As manager of Townsend Oil, for example, you could set a joint goal with the mayor of bringing five new industries into Pageville within three years. The tax holiday for new industries would then represent not a concession by the mayor to you but an action in pursuit of your shared goal. Third, stressing your shared interests can make the negotiation smoother and more amicable. Passengers in a lifeboat
side’s point of view, consider how they might be criticized if they adopted it. Write out a sentence or two illustrating what the other side’s most powerful critic might say about the decision you are thinking of asking for. Then write out a couple of sentences with which the other side might reply in defense. Such an exercise will help you appreciate the restraints within which the other side is negotiating. It should help you generate options that will adequately meet their interests so that
side, at least figuratively, jointly critiquing the plans as they take shape and helping the architect prepare a recommendation he may later present to them. And so it goes, through a third plan, a fourth, and a fifth. Finally, when he feels he can improve it no further, the architect says, “This is the best I can do. I have tried to reconcile your various interests as best I could. Many of the issues I have resolved using standard architectural and engineering solutions, precedent, and the
situation. In many industries, for example, the advent of the Internet has undercut the traditional role of local distributors, with many buyers wanting to buy online or direct from manufacturers. Traditional standards of a reasonable distributor profit margin are in sharp conflict with competitive market prices, leading to new conversations about the value of service and local access. Over time, distributors evolve their business models or go out of business. Agreement on the “best” standard