Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale
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The key text on problem-solving negotiation-updated and revised

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.

Review

“This is by far the best thing I’ve ever read about negotiation.”
—John Kenneth Galbraith

“The authors have packed a lot of commonsensical observation and advice into a concise, clearly written little book.”
Businessweek

“A coherent brief for ‘win-win’ negotiations.”
Newsweek

Getting to Yes has an unrivaled place in the literature of dispute resolution. No other book in the field comes close to its impact on the way practitioners, teachers, researchers, and the public approach negotiation.”
—National Institute for Dispute Resolution Forum

Getting to Yes is a highly readable and practical primer on the fundamentals of negotiation. All of us, as negotiators dealing with personal, community, and business problems need to improve our skills in conflict resolution and agreement making. This concise volume is the best place to begin.”
—John T. Dunlop

“This splendid book will help turn adversarial battling into hardheaded problem solving.”
—Averell Harriman

Getting to Yes is a highly readable, uncomplicated guide to resolving conflicts of every imaginable dimension. It teaches you how to win without compromising friendships. I wish I had written it!”
—Ann Landers

Getting to Yes is powerful, incisive, persuasive. Not a bag of tricks but an overall approach. Perhaps the most useful book you will ever read!”
—Elliot Richardson

“Simple but powerful ideas that have already made a contribution at the international level are here made available to all. Excellent advice on how to approach a negotiating problem.”
—Cyrus Vance

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.

Excerpt. © Reprinted by permission. All rights reserved.

 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....

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4.6 out of 54.6 out of 5
5,494 global ratings

Top reviews from the United States

Spencer B.
1.0 out of 5 starsVerified Purchase
:(
Reviewed in the United States on February 11, 2020
Did not prevent wife from leaving.
136 people found this helpful
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Lawrie Cherniack
5.0 out of 5 starsVerified Purchase
The first and the greatest
Reviewed in the United States on May 18, 2020
I reread this book every few years. Each time it yields more of its greatness. I am a trained mediator and negotiator and have read countless books on these subjects. Nothing, absolutely nothing, compares with this groundbreaking book. All the other good books (and most of... See more
I reread this book every few years. Each time it yields more of its greatness. I am a trained mediator and negotiator and have read countless books on these subjects. Nothing, absolutely nothing, compares with this groundbreaking book. All the other good books (and most of them are offshoots of the same Harvard Negotiation School) build on this one. If you want to know how to negotiate, whether in business or in life, this is the first book you should read; and probably the book you will continually reread.
31 people found this helpful
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Friendly redwood
5.0 out of 5 starsVerified Purchase
Bought for class, highly enjoyed!
Reviewed in the United States on February 14, 2018
Had to purchase this book for my negotiation class, while the information is quite technical and meticulous it provides great information and In depth information on how to reach your desired solution. While boring at times, generally provides interesting and well thought... See more
Had to purchase this book for my negotiation class, while the information is quite technical and meticulous it provides great information and In depth information on how to reach your desired solution. While boring at times, generally provides interesting and well thought out examples. Highly worth the read for classes or for everyday life
47 people found this helpful
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T. Peavler
3.0 out of 5 starsVerified Purchase
Great for beginners, but often impractical.
Reviewed in the United States on March 3, 2015
This book has been around for quite a while and is vaunted by many as THE book on negotiation. I, like many others, am unconvinced. If you have never negotiated anything in your life, this is the book for you. It''s a great primer, but it''s far from all-encompassing. The... See more
This book has been around for quite a while and is vaunted by many as THE book on negotiation. I, like many others, am unconvinced. If you have never negotiated anything in your life, this is the book for you. It''s a great primer, but it''s far from all-encompassing. The authors admit that it is not meant to cover everything, though. It teaches what''s known as "principled negotiation," which is a non-adversarial style. It''s particularly useful for business deals and personal conflicts, since it emphasizes mutual problem solving and de-emphasizes taking positions, thus allowing everyone to "win."

On the other hand, anyone who has successfully negotiated even the most minor of deals (i.e. haggling), won''t find this as useful. In order to be effective, you have to convince all parties to accept the premise of principled negotiation. If they don''t the whole system falls apart. Furthermore, if you are in an adversarial proceeding (lawsuit, arbitration, etc.), this is fairly useless. In those proceedings, the other party either doesn''t care whether you "win" or actively wants you to lose. If you come up against a manipulator, the practices in this book will prove to be more hindrance than help. I had to read this as part of a law school class. To put it mildly, other aspects of the class were far more useful than this book.

Bottom Line: a good starting point. Just don''t make it a stopping point.
217 people found this helpful
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Pavel Kozlov
5.0 out of 5 starsVerified Purchase
I wish I read this 20 years ago...
Reviewed in the United States on June 10, 2017
The book has opened a world of opportunities that I could not see before. It is practical. Everyone can benefit by reading it. The method that the authors describe can be used for any negotiations, from small to big: settling differences in views with your colleagues,... See more
The book has opened a world of opportunities that I could not see before. It is practical. Everyone can benefit by reading it. The method that the authors describe can be used for any negotiations, from small to big: settling differences in views with your colleagues, talking to your family members, not giving in when a client asks you for an unjustified discount, when your house contractor doesn''t want to do the proper job, managing a hostage crisis and even negotiating a nuclear arms deal with another, perhaps narrow minded country. I wish I have read this book 20 years ago. I would have handled many critical situations differently. I highly recommend this book for everyone to read. Moreover, if you have children who are ready to fly out or recently left your nest- make them read this book because it may change their lives, in a good way.
24 people found this helpful
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Claire B.
5.0 out of 5 starsVerified Purchase
Good skill set can come out of it. Give it a try.
Reviewed in the United States on September 9, 2021
Great for someone who needs to work on their negotiating skills. There are many out there who can gain from even the basic skills as they don''t realize how often what you get or earn is not the matter of your worth but how much you can negotiate for yourself. It is sad... See more
Great for someone who needs to work on their negotiating skills. There are many out there who can gain from even the basic skills as they don''t realize how often what you get or earn is not the matter of your worth but how much you can negotiate for yourself. It is sad reality of the world that is build on negotiations. The more you know how to negotiate the easier your life can be.
Negotiation skills are important in every aspect of life from personal to professional and business settings.

The basis of negotiations is not to get what you want but to have both sides to get something and feeling good about it. That is an art.

Get it, learn something. Use it. The book can pay off easily in monetary value if you use it first time you buy your car or apply for a job.
2 people found this helpful
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BKW
5.0 out of 5 starsVerified Purchase
Valuable resource for personal and professional negotation. I''ve used it for more than 30 years.
Reviewed in the United States on August 11, 2016
I first read this in 1983, when my husband was in his first year of law school. I''ve remembered over the years and tried to apply some of the principles that i learned in my personal and professional life. I recently attended some professional (non-legal) training, and one... See more
I first read this in 1983, when my husband was in his first year of law school. I''ve remembered over the years and tried to apply some of the principles that i learned in my personal and professional life. I recently attended some professional (non-legal) training, and one of the facilitators was a lawyer who led a discussion about how to negotiate when there is disagreement. As he spoke, I recognized the principles as the same ones I''d read in Getting to Yes so long ago. At the end of his presentation, he referred to this book. I decided to buy a new copy and read it again. It has been updated, and the new material is a great addition. Still a very handy tool for personal or professional negotiation.
37 people found this helpful
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Peder004
3.0 out of 5 starsVerified Purchase
Better than I expected
Reviewed in the United States on October 26, 2018
I bought this one for class, never really intending to actually read it. It turned out to be a better book then I imagined. Yes, it can be slightly boring at times, but it has some great and pragmatic advice for life. Great advice on persuading other, working with others,... See more
I bought this one for class, never really intending to actually read it. It turned out to be a better book then I imagined. Yes, it can be slightly boring at times, but it has some great and pragmatic advice for life. Great advice on persuading other, working with others, and becoming successful. Worth reading at least once,
14 people found this helpful
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Top reviews from other countries

Robin Hilton
5.0 out of 5 starsVerified Purchase
Definitive book
Reviewed in the United Kingdom on September 4, 2013
I''m astounded that THE definitive book on negotiation has so few reviews. This is my second copy. I let someone borrow my first copy, and it never returned. But that''s OK. The world would be a better place if everyone learned how to negotiate like this. If you''re going to a...See more
I''m astounded that THE definitive book on negotiation has so few reviews. This is my second copy. I let someone borrow my first copy, and it never returned. But that''s OK. The world would be a better place if everyone learned how to negotiate like this. If you''re going to a turkish bazaar, this is not going to help guarantee you get the right price for the rug you really want. But if you live in the real world, and especially if you''re in business, this will help you understand how to negotiate successfully. And it makes you think differently about how you approach different situations. Roger Fisher died recently, and I liked the obituary in the Economist. It described how there was a bitter confrontational argument in central america, with one of the parties being Ecuador I believe. Roger Fisher was asked to help in the dispute. Things improved dramatically when he asked the two presidents, who were arguing vehemently and bitterly about the border, to sit down with a map and look at the border. All the posturing disappeared as the parties understood each others concerns. As the obituary concluded, it helped that the Ecuador president had been a university student of Professor Fisher. It shows this is not academic mumbo jumbo. It has real life application.
35 people found this helpful
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Dr Ben
5.0 out of 5 starsVerified Purchase
Great - completely revised my approach to negotiation
Reviewed in the United Kingdom on April 14, 2018
Really enjoyed this book, probably the best I’ve read on negotiation to date. I found the well thought through logical sequence of the book easy to read and persuasive. It took me from the standard negotiating stance and explained serious errors behind this approach. There...See more
Really enjoyed this book, probably the best I’ve read on negotiation to date. I found the well thought through logical sequence of the book easy to read and persuasive. It took me from the standard negotiating stance and explained serious errors behind this approach. There was clear guidance on how to move from a positional arbitrary approach to one directed by interests and defined criteria. I’m looking forward to trying out this new framework over the next few months.
7 people found this helpful
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Pawel Z.
5.0 out of 5 starsVerified Purchase
I recommend
Reviewed in the United Kingdom on February 27, 2021
I read this book and accomplished a negotiation course. I highly recommend the book for everyone. The book really well breaks down the negotiation process. I use new skill nearly every day now; between buying a new car insurance policy and talking to the Boss!
One person found this helpful
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CMK
5.0 out of 5 starsVerified Purchase
Highly recommend this classic for anyone going into a negotiation
Reviewed in the United Kingdom on June 17, 2018
A classic for anyone going into a negotiation - which is all of us at some time or other, whether in business or personal matters. I had great success (including financial results) from using what I learned from this book in a situation which everyone else had said could...See more
A classic for anyone going into a negotiation - which is all of us at some time or other, whether in business or personal matters. I had great success (including financial results) from using what I learned from this book in a situation which everyone else had said could never be won.
6 people found this helpful
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Vanessa Cobb
5.0 out of 5 starsVerified Purchase
Remains My Number One Recommendation to Clients
Reviewed in the United Kingdom on January 13, 2018
As a Leadership Trainer and Coach, I''ve been recommending this book to clients for years. The core message - to separate the people from the problem - is arguably the one that has delivered the most beneficial results over time and been the simplest to implement.
3 people found this helpful
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Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale

Getting lowest to Yes: Negotiating popular Agreement Without Giving In outlet sale