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Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement Amazon.com description: Product Description: 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 Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement Amazon.com description: Product Description: 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.This is by far the best thing I`ve ever read about negotiation. It is equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace." --John Kenneth Galbraith"


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Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement Amazon.com description: Product Description: 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 Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement Amazon.com description: Product Description: 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.This is by far the best thing I`ve ever read about negotiation. It is equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace." --John Kenneth Galbraith"

30 review for Getting to Yes: Negotiating Agreement Without Giving In

  1. 4 out of 5

    Always Pouting

    The books okay I guess but a lot of the strategies are so intuitive and the writing wasn't the greatest. Again it's the same thing with all these business books where if you've read one the rest usually don't add anything new but if you haven't read any it could be insightful. These books are usually just useful for helping organize ones thoughts and realize things they couldn't other wise but you can achieve that with some quite thinking time also. The books okay I guess but a lot of the strategies are so intuitive and the writing wasn't the greatest. Again it's the same thing with all these business books where if you've read one the rest usually don't add anything new but if you haven't read any it could be insightful. These books are usually just useful for helping organize ones thoughts and realize things they couldn't other wise but you can achieve that with some quite thinking time also.

  2. 4 out of 5

    Dolly

    I attended a class on International Negotiations at the Foreign Service Institute this week and we were assigned this book to read for the class. I thought the book was rather straightforward and I liked the anecdotes. Overall, I think it was a good selection for our class and helped to emphasize the points being taught. I doubt I will become a master negotiator, but I do see benefits from this book and class in my personal life. Some of the lessons I learned in class include the following: "Peop I attended a class on International Negotiations at the Foreign Service Institute this week and we were assigned this book to read for the class. I thought the book was rather straightforward and I liked the anecdotes. Overall, I think it was a good selection for our class and helped to emphasize the points being taught. I doubt I will become a master negotiator, but I do see benefits from this book and class in my personal life. Some of the lessons I learned in class include the following: "People won't let you change their mind unless they trust you." Thomas Colosi "Treat every meeting as a negotiation." Thomas Colosi "People who only use the formal negotiation process will not often be very successful." Thomas Colosi "First rule of negotiating: Be nice." Carmen Suro-Bredie interesting quotes from the book: "A generation ago, the term 'negotiation' also had an adversarial conotation. In contemplating a negotiation, the common question in people's minds was 'Who is going to win and who is going to lose?' To reach an agreement someone had to 'give in.' It was not a pleasant prospect. The idea that both sides could benefit, that both could 'win,' was foreign to many of us. Now it is increasingly recognized that there are cooperative ways of negotiating over differences and that even if a 'win-win' solution cannot be found, a wise agreement can still often be reached that is better for both sides than the alternative." (p. xii) "In a negotiation, particularly in a bitter dispute, feelings may be more important than talk." (p. 31) "An apology may be one of the least costly and most rewarding investments you can make." (p. 35) "No matter how many people are involved in a negotiation, important decisions are typically made when no more than two people are in the room." (p. 38) "If you want someone to listen and understand your reasoning, give your interests and reasoning first and your conclusions or proposals later." (p. 54) "Few things facilitate a decision as much as precedent." (p. 80) "In short, the approach is commit yourself to reaching a solution based on principle, not pressure. Concentrate on the merits of the problem, not the mettle of the parties. Be open to reason, but closed to threats." (p. 84) "Some of the most effective negotiating you will ever do is when you are not talking." (p. 114) "Some parties locked into adversarial ruts seem unable to consider alternative approaches until they reach the brink of mutual annihilation, and some not even then." (p. 155) "Before you even begin to negotiate, it makes sense to envision what a successful agreement might look like." (p. 175)

  3. 5 out of 5

    Bob Selden

    “Getting to Yes” is the benchmark by which all other books on negotiating should be judged. Authors Fisher, Patton and Ury have penned a book that has become a classic in its class as their negotiating principles have been used and quoted again and again the world over. “Getting to Yes” is quite deceptive at first – it seems a little light weight as it is so easy to read. In fact one could read it from cover to cover in half a day quite easily. Yet, the four principles outlined in their negotiat “Getting to Yes” is the benchmark by which all other books on negotiating should be judged. Authors Fisher, Patton and Ury have penned a book that has become a classic in its class as their negotiating principles have been used and quoted again and again the world over. “Getting to Yes” is quite deceptive at first – it seems a little light weight as it is so easy to read. In fact one could read it from cover to cover in half a day quite easily. Yet, the four principles outlined in their negotiating method whilst simple in nature are comprehensive and effective. This is one of the first books on negotiating to break away from the “hard v’s soft” negotiating paradigm by introducing “principled” negotiating – ie. negotiating on the basis of both party’s needs, not positions. Fisher et al, also cover very well the “What if” situations where the other party maybe more powerful, uses dirty tricks or won’t play the game. This book should be essential reading for everyone who has to negotiate with someone else over reaching a decision – and isn’t that all of us?

  4. 5 out of 5

    Chad

    This book is a very useful and detailed guide to negotiating for mutual gain. It’s a mix of theory, application, and examples. The advice is realistic; it says to be optimistic but aware of your limits. As a freelance web designer (OptimWise), I negotiate in sales and client relations. I’ve seen this book mentioned in magazines like Inc. and Entrepreneur, and a few business and sales books. I finally decided to read it when it was recommended on This Week in Web Design. Main ideas • Understand em This book is a very useful and detailed guide to negotiating for mutual gain. It’s a mix of theory, application, and examples. The advice is realistic; it says to be optimistic but aware of your limits. As a freelance web designer (OptimWise), I negotiate in sales and client relations. I’ve seen this book mentioned in magazines like Inc. and Entrepreneur, and a few business and sales books. I finally decided to read it when it was recommended on This Week in Web Design. Main ideas • Understand empathetically their point of view. • Explain your interests and reasoning before presenting your proposal. Otherwise, they may not listen to your reasoning. • Never yield to pressure; only to principle. • Expand the pie, don’t simply divide it. Aim for mutual gain. • Negotiate to strengthen the relationship, not strain it. Separate the People from the Problem • Don’t blame. • Involve them in the decision-making process. • Talk about both sides’ emotions. • An apology defuses emotions, even if you don’t take personal responsibility for the situation. • Describe how the problem affects you, rather than accusing them. • Sit and act side-by-side, not face-to-face. Focus on Interests, Not Positions • Show that you understand their interests. • Don’t argue about the past; decide on the future. Invent Options for Mutual Gain • Shrink the scope of a proposal to reduce perceived risk; offer a trial phase. • Offers are usually more effective than threats. Insist on Using Objective Criteria • Frame each issue as a joint search for objective criteria. Ask “What’s your theory?” or “how did you arrive at that proposal?” • Agree on standards before negotiating. • Go to a third party if necessary. Develop Your BATNA • Your BATNA (best alternative to a negotiated agreement) helps determine the minimally acceptable agreement, and will likely raise that minimum. Negotiation Ninjitsu • Invite criticism about your proposal; ask what they’d do in your situation. • Use questions, not statements. • Be silent after they give an unsatisfactory answer; they’ll feel compelled to re-answer. • Say, “please correct me if I’m wrong” to appear open to correction. • Express gratitude for what they’ve done so far. Say, “I appreciate what you’ve done.” • It’s not a question of trust, it’s a question of principle. • Give a credible reason for taking a break from negotiating, such as talking it over with another. Taming the Hard Bargainer • When someone uses their “hardhearted partner” as an excuse, first get their commitment in writing, then ask to speak to the partner. Ten Questions People Ask • Negotiating doesn’t require compromising your principles. Find a solution consistent with both sides’ principles. • Propose your opening figure as a suggestion based on objective standards, not a firm position. • The more you try for, the more you’re likely to get.

  5. 4 out of 5

    Fiona

    Bad news, everybody: I've turned into a bore. You can tell, because on my first weekend of No Work At All in about six weeks, here I am, reading a guide to negotiation, cover to cover. It's official: I now do CPD for fun. Would you want to talk to me at a party? I wouldn't. Which is kind of a shame, because this is pretty good. Full of excellent advice, useful scripts and contingency plans. Anecdotes from everything between lease negotiations and the preparatory talks for the Law of the Sea Conve Bad news, everybody: I've turned into a bore. You can tell, because on my first weekend of No Work At All in about six weeks, here I am, reading a guide to negotiation, cover to cover. It's official: I now do CPD for fun. Would you want to talk to me at a party? I wouldn't. Which is kind of a shame, because this is pretty good. Full of excellent advice, useful scripts and contingency plans. Anecdotes from everything between lease negotiations and the preparatory talks for the Law of the Sea Convention. (This international law graduate particularly enjoyed those bits.) It was well laid out, and well written - clearly by someone who can think of nothing more fun than three consecutive days sat round a table brainstorming ideas. It wasn't ludicrously chirpy or full of buzzwords. It didn't try to make common sense sound like pseudoscience (looking at you, Seven Successful Habits). It's really nice to come across a book about negotiation that values collaboration, cares about people's individual interests and feelings, doesn't want anyone to get shafted. I love that it's not even specific to commercial contexts: it's written in a way that emphasised injecting fairness into all sorts of communications, like partners, landlords, insurers. There was hardly any hot air at all, I'm astonished. I have a feeling I'm going to come back to this often - and so should you, you know.

  6. 5 out of 5

    Katie

    This is a 3.5 for me. Why did I like Getting Past No better? I think it's because I've been told NO a lot more in my life. You want to join the varsity soccer team? No. You want us to hire you? No. You want affordable rent? No. There was a solid trend there for about 15 years. There's plenty of applicable knowledge in Getting to Yes, but the authors even admit at the end of the book that you probably already knew it all: This is intended to be a framework to help you define and practice what you This is a 3.5 for me. Why did I like Getting Past No better? I think it's because I've been told NO a lot more in my life. You want to join the varsity soccer team? No. You want us to hire you? No. You want affordable rent? No. There was a solid trend there for about 15 years. There's plenty of applicable knowledge in Getting to Yes, but the authors even admit at the end of the book that you probably already knew it all: This is intended to be a framework to help you define and practice what you know. It was useful to see different negotiating techniques outlined (hard, soft, and principled), as well as when to use them. I also like a lot of the general teachings around what you should focus on when negotiating: - Separate people from the problem - Focus on interests, not positions - Invent options for mutual gain - Insist on using objective criteria - And as a last resort, have a BATNA (Best Alternative to a Negotiated Agreement) There are some great general tips around these teachings (like understanding your opponent's BATNA). I probably would have rated this higher if I'd read it in high school...and I wish I had done so back then for a lot of reasons.

  7. 5 out of 5

    Roberto Suarez

    After reading "Getting to Yes", I realized the "bottom line" to negotiation is not the most effective approach to get to what everyone wants and its not to see the negotiation game as a win/lose experience, but a way to develop relationships. Similar to playing frisbee and the relationship of marriage, there are scenarios that have no place for win/lose negotiations because ultimately they will all end with lose/lose results. Individuals should focus, "To be better, the process must, of course, After reading "Getting to Yes", I realized the "bottom line" to negotiation is not the most effective approach to get to what everyone wants and its not to see the negotiation game as a win/lose experience, but a way to develop relationships. Similar to playing frisbee and the relationship of marriage, there are scenarios that have no place for win/lose negotiations because ultimately they will all end with lose/lose results. Individuals should focus, "To be better, the process must, of course, produce good substantive results; winning on the merits may not be the only goal, but certainly losing is not the answer." Therefore, it is better to understand the interests of what underly negotiation requests. It's not enough to know the facts of what's being negotiated, because alternatives can not be generated. Knowing your BATNA will "probably raise your minimum". Asking questions to find out more about an individual(s) position/interest, is more productive to come to alternative results that leads to win/win results.

  8. 5 out of 5

    Mike

    This book was recommended to me by about a dozen friends, colleagues, and professors before I finally decided to read it. Getting to Yes was a good mix between text book technique and anecdotal evidence in negotiations. It taught me to separate the people from the problem and to strive toward common interests to create a win-win relationship instead of playing a game of positioning for a win-lose scenario. I definitely recommend it to anyone who works for a living, anyone who pays rent or a mort This book was recommended to me by about a dozen friends, colleagues, and professors before I finally decided to read it. Getting to Yes was a good mix between text book technique and anecdotal evidence in negotiations. It taught me to separate the people from the problem and to strive toward common interests to create a win-win relationship instead of playing a game of positioning for a win-lose scenario. I definitely recommend it to anyone who works for a living, anyone who pays rent or a mortgage, anyone who has a significant other or spouse, anyone with siblings, and the list goes on, basically everyone should read this book. Here are some of my favorite quotes from the book: - Be soft on the people but hard on the issue at hand - How you see the world depends on where you sit - Understanding someone's point of view is not the same as agreeing with it - An open mind is not the same thing as an empty one - Silence is one of your best weapons... use it. - If you want a horse to jump a fence, don't first raise the fence - Be open to reason and closed to threats - Never yield to pressure, yield only to reason - Deal with people as human beings an djudge the problem based on its merits - Conflict does not lay in objective reality but rather in people's heads - The reason you negotiate is to produce something better than you could obtain without negotiating - Negotiating Jujitsu (read the book to learn what this is, it's a great concept)

  9. 4 out of 5

    Trevor

    I read this book years and years ago and then, recently, I was helping to write an article on Asia literacy and how this is treated in the Australian media and one of the things that struck me was how much was written about how Australia would benefit economically from a booming Asia, but how little was written about how Asia might benefit from having a relationship with Australia. One of the things this book tells you over and over again is that to really negotiate you need to spend at least as I read this book years and years ago and then, recently, I was helping to write an article on Asia literacy and how this is treated in the Australian media and one of the things that struck me was how much was written about how Australia would benefit economically from a booming Asia, but how little was written about how Asia might benefit from having a relationship with Australia. One of the things this book tells you over and over again is that to really negotiate you need to spend at least as much time thinking about ‘their’ position as you do thinking about ‘yours’. There is a lot of this that is really worthwhile. It is written as a kind of self-help book – and I mean that negatively, but it was a choice they made and so you have to accept that, in a sense. One of the best pieces of advice in this is that if you are going to negotiate ethically, you need to focus on ‘reasons’. That is, try to keep the discussion on why something is fair or what other people have done which can be used as a standard for negotiations. Now, I found this book hard going this time. Mostly because I worked as a negotiator for a trade union full time for 8 years and as a senior delegate for 20 and this brought back far too many bad memories. And while I really do understand that the techniques discussed here are very useful, there actually are times when there are no objective measures by which to conduct negotiations. This is particularly true when you are trying to negotiate for ‘better’ conditions and wages. Then references to what has gone before and what is consistent with that simply tie the negotiations down and mean you can never expect any better - which is precisely why management seek to use that as a technique. At one of the last negotiations I was involved in the 'gold standard' that was offered was economists perception of the likely rate of inflation in 12 months to two years from the time of the negotiation. This was 2009 - immediately after virtually not a single economist had predicted the GFC. Finding 'gold standards' with this stuff sometimes can be a real challenge. But, that said, you probably aren’t going to really be doing industrial negotiations, you are much more likely to be doing negotiations involving spouses or kids or your local mechanic. And the techniques used here for framing the negotiations and for teaching you ways to remain calm are really, really useful. All the same, the self-help book style of this one is a bit hard to take. So this is basically some really good advice said in just about the worst way possible.

  10. 5 out of 5

    Obsidian

    This one was pretty technical. The authors really break down the thought process of having a principled negotiation instead of trying to negotiate either "soft" or "hard." They provide a variety of examples/case studies that emphasize the point. Not going to lie, this was a bit dry, but very good book if you want to read more about different leadership styles. "Getting to Yes" breaks down key concepts from the authors such as "Don't Bargain Over Positions," "Separate the People from the Problem" This one was pretty technical. The authors really break down the thought process of having a principled negotiation instead of trying to negotiate either "soft" or "hard." They provide a variety of examples/case studies that emphasize the point. Not going to lie, this was a bit dry, but very good book if you want to read more about different leadership styles. "Getting to Yes" breaks down key concepts from the authors such as "Don't Bargain Over Positions," "Separate the People from the Problem" and "Focus on Interests, Not Positions." Through each breakdown they go through and provide an example to emphasis their point. I thought this book at times was dry, but I like the constant reinforcement that they are trying to get to in which that every negotiation that you have with either a boss, a direct report, or peer, you can work to make sure that you are principled in your negotiations and don't need to start from a soft or hard position. I have a boss right now that all he does is try to argue his point with our whole team and never listens to a thing we say. That leads to resentment among the rest of us and also anger. It's frustrating to know that you are being ignored since the boss wants to do things his or her own way without taking into consideration other people. It didn't help in our case that he was totally wrong in his approach and we (the team) are paying for it now. One of my favorite chapters though was "What if They Are More Powerful?" or Develop your BATNA-Best Alternative To a Negotiated Agreement. And believe me I paid attention to this just because a deputy I work for likes to win. You can see him just thinking about his retort when other people are speaking. Drives me up the wall. This chapter though takes you through steps such as protecting yourself, the costs of knowing your bottom line, and knowing your BATNA. Definitely recommend for a leadership course. And will say once again this is pretty dry.

  11. 5 out of 5

    Tamara

    Eye-opening. Now, how do I rewrite all of my bad habits to take advantage of the knowledge in this book...? Could help provide a foundation for the upcoming website redesign discussions. Favorite Tips Separate the people from the problem. Focus on interests, not positions. Generate a variety of possibilities before deciding what to do. Insist that the result be based on some objective standard. Where perceptions are inaccurate, you can look for ways to educate. If emotions run high, you can find w Eye-opening. Now, how do I rewrite all of my bad habits to take advantage of the knowledge in this book...? Could help provide a foundation for the upcoming website redesign discussions. Favorite Tips Separate the people from the problem. Focus on interests, not positions. Generate a variety of possibilities before deciding what to do. Insist that the result be based on some objective standard. Where perceptions are inaccurate, you can look for ways to educate. If emotions run high, you can find ways for each person involved to let off steam. Where misunderstanding exists, you can work to improve communication. But even if blaming is justified, it is usually counterproductive. Look for opportunities to act inconsistently with their perceptions. Give them a stake in the outcome by making sure they participate in the process. Make emotions explicit and acknowledge them as legitimate. Allow the other side to let off steam. Be specific. Concrete details not only make your description [of the problem] credible, they add impact. [At this point, I got lazy and stopped reading. But I really should come back to finish at some point.]

  12. 4 out of 5

    ANNEstories

    This book is like a slap on my face about all the failed negotiating I‘ve done in the past.🥴 How I wish I‘ve read this book waaay before. It felt like the author is enumerating all my miscues one-by-one to my face.🤪 How I agreed to some things that was and is marketly unfavorable to me.😩 That at some point- I just want to shut the book down and run and scream: I get it, stop. 😤🤬😅 I learned the hard way. And I know I can use the lessons from all that and this book firmly, vividly with high objecti This book is like a slap on my face about all the failed negotiating I‘ve done in the past.🥴 How I wish I‘ve read this book waaay before. It felt like the author is enumerating all my miscues one-by-one to my face.🤪 How I agreed to some things that was and is marketly unfavorable to me.😩 That at some point- I just want to shut the book down and run and scream: I get it, stop. 😤🤬😅 I learned the hard way. And I know I can use the lessons from all that and this book firmly, vividly with high objections- moving forward. I know what to do now. Haha, I sound like I’m self-rationalizing my mistakes. Painfully.🥴 Hence, this book introduced me to concepts such as bottom line, cognitive dissonance, BATNA (best alternative to a negotiated agreement), negotiation Jiu-Jitsu and more. Highly recommended to business aspirants. Read read read and study beforehand. Know what you want to communicate or find out, and know what purpose an information will serve. Prevention works best. Be a principle negotiator, not a positional. 🛎 No one can make you skillfull but yourself. Be well-prepared with external measures of value. Good luck! 🍀 Take-aways: Realize that Both sides has multiple interests. Every one just wants to be treated equally. So both sides should look for mutual gains, shared interests. That one major block in problem solving lies in the assumption of a „fixed pie“. The less for you, the more for me. Never yield to pressure, only to principle. Develop a solution that also appeals to the Interest of the other. The more you build a standard of fairness, the more likely you are to produce a final package. -this is, the art of negotiating. „“ Like it or not- You are a negotiator. We negotiate in an informal sense with just about everyone we meet from morning to night. Understanding is not agreeing. The purpose of negotiating is to serve your interest. Think of what you want to walk out of the meeting with. Negotition over: money vs basic human needs. Rather than make things difficult to the other, confront them w a choice- as painless as possible. Face Saving reflects people’s need to reconcile the stand taken in a negotiation or an agreement with their existing principles and their past words and deeds. Theory of Cognitive Dissonance- people dislike inconsistency and will act to eliminate it by attacking a problem (not the people). Bottom Line (last price)- a position that is not to be change. Protects you from making a decision that you may regret later. It’s rigid, non-negotiable. However , it may keep you from agreeing to a solution that would wise to accept. Protecting yourself against a bad agreement is one thing, making the most of your asset to produce a good agreement is another. (Like damn, what is balance?) Negotiation Jiu-Jitsu: focus on what the other may do and prepare for a counter. If they push you, don’t push back but side step their attack and deflect it against the problem... towards a mutual gain. People tend to feel uncomfortable w silence. Particularly if they have doubts about the merits of something they’ve said.

  13. 4 out of 5

    Hugo Lester

    Yeah look quality information but just quite a lot of it. Not in the best frame of mind to be reading it.... 3 stars cheers Roger

  14. 5 out of 5

    Zainab

    I'm getting generous with non-fiction writers. That's weird. I think textbooks are not appreciated enough. It is sort of a textbook. Very academic at its core. Again, thanks to the random stranger for buying it for me. It rarely so happens that you get good books when you work around books. Mostly, it's vampire romances that you have to politely refuse to. Anyway. It's anything but vampire romance. It actually added a bit of practical value to the disarray of thoughts I reckon at times. I find i I'm getting generous with non-fiction writers. That's weird. I think textbooks are not appreciated enough. It is sort of a textbook. Very academic at its core. Again, thanks to the random stranger for buying it for me. It rarely so happens that you get good books when you work around books. Mostly, it's vampire romances that you have to politely refuse to. Anyway. It's anything but vampire romance. It actually added a bit of practical value to the disarray of thoughts I reckon at times. I find it funny and refreshing that they have terms dedicated to everyday insights we get through our modest experiences. But mostly I find it funny. Not a fan of business how-tos and don'ts, but hello, if you're something about high politics, I'll welcome you gladly. It's not about traditional high politics. It's too nice for that. It's ideal. I'm okay with ideal if it has even a tiny bit of tendency for practicality. It does. I'm not big for structured reviews. I prefer personal ones. But I think a few takeaways always help those who live structured lives. Again, totally unnecessary. 1. Don't bargain over positions, it will take you away from the actual substance of talks and your real achievable goals/interests. Successively defending your positions will drain you out and make you feel like a loser if it's compromised to reach an agreement with the other party. 2. Moderation is the key to any dispute resolution mechanism (the book didn't say that, but I implied from its contents). And there's midway between soft and hard methods of negotiation called 'principled negotiation'. It is what the name suggests. Use a soft approach with people but stick to the agreed principles of the talks. 3. If a party doesn't play along on principled grounds, bring their 'tactics' to an open discussion. But don't criminalize them or portray them as liars. It'll destroy your chances to talk in the future. And talks always come around because you entered the negotiation process as you thought it was the best way out of that conflict. 4. Read it yourself. I read it through an international talks perspective, you might find the principled method applicable to everyday conflicts and interactions. My only problem with the book: Umm. It just gets too neo-liberal at times especially when the author uses examples from famous world disputes. 'Free-World' syndrome is real in the White world. But that's a separate debate we'll have some other day.

  15. 5 out of 5

    Kirtida Gautam

    I am researching for the Book 3 Yin Yang which is all about power, politics, and social influence. Therefore Getting to Yes was in my To-Read list for quite sometime now. But as I am preparing for an important upcoming negotiation, I decided to read it urgently and finished in 5 days. (which was not difficult considering it's one of the most interesting books I have read this year) It's a must-read, and I mean MUST-READ book for any person who is dealing with any kind of negotiation-- which mean I am researching for the Book 3 Yin Yang which is all about power, politics, and social influence. Therefore Getting to Yes was in my To-Read list for quite sometime now. But as I am preparing for an important upcoming negotiation, I decided to read it urgently and finished in 5 days. (which was not difficult considering it's one of the most interesting books I have read this year) It's a must-read, and I mean MUST-READ book for any person who is dealing with any kind of negotiation-- which means- a must read for EVERYONE because as a human we negotiate everyday. Just few seconds back, I negotiated with my 4 years old that she will let me work (She said, she would if I will let her watch Ramayana, animation movie-- she negotiated her way)-- so, see negotiation is part of our day to day lives. There is no point in being an ostrich and say, "In my work, I don't have to deal with negotiation, why should I read this book." Because, let me break the news-- YOU DO NEGOTIATE-- so might as well do it better. Must.Read.Book.

  16. 4 out of 5

    James

    In a better world, _Getting To Yes_ would be required reading in secondary school. Every page is full of wisdom and suggestions for handling interpersonal interactions — or negotiations, since most bidirectional communication is in some sense a negotiation. As someone who negotiates professionally, I’ve found the philosophy of _Getting To Yes_ to be exactly in sync with my own style. I’ve given copies of the book to people whom I mentor and even to those with whom I negotiate. The audio version In a better world, _Getting To Yes_ would be required reading in secondary school. Every page is full of wisdom and suggestions for handling interpersonal interactions — or negotiations, since most bidirectional communication is in some sense a negotiation. As someone who negotiates professionally, I’ve found the philosophy of _Getting To Yes_ to be exactly in sync with my own style. I’ve given copies of the book to people whom I mentor and even to those with whom I negotiate. The audio version I listened to this time is an updated edition with some fresher examples and updated numbers. It’s still a classic.

  17. 4 out of 5

    Peep Laja

    This is a book about negotiations. We negotiate almost every day, whether its about the idea you came up with at work, which movie to see in the cinema or convincing somebody to do something. For those who want deeper insights into the art of principal based negotiations, this is a gem. I have used the knowledge I gained consciously so many times. I often in the middle of negotiations find myself thinking of the principals I learned, and have used them very successfully. There is no need to wast This is a book about negotiations. We negotiate almost every day, whether its about the idea you came up with at work, which movie to see in the cinema or convincing somebody to do something. For those who want deeper insights into the art of principal based negotiations, this is a gem. I have used the knowledge I gained consciously so many times. I often in the middle of negotiations find myself thinking of the principals I learned, and have used them very successfully. There is no need to waste time on positional bargaining, there is a better way.

  18. 4 out of 5

    Mia

    Maybe appropriate help for the person who has never really stopped to reflect on the efficacy of their current thinking or behavior when involved in conflict or negotiation. For readers who aren't starting from scratch when it comes to learning about mediation and negotiation, there are probably more nuanced and detailed instruction manuals out there. Maybe appropriate help for the person who has never really stopped to reflect on the efficacy of their current thinking or behavior when involved in conflict or negotiation. For readers who aren't starting from scratch when it comes to learning about mediation and negotiation, there are probably more nuanced and detailed instruction manuals out there.

  19. 4 out of 5

    Diego

    Class assigned. This book is essential reading for Negotiation skill. I will be referencing this often. You can fill the gaps on how you currently negotiate. It really should also be called how to execute democracy and diplomacy without alienating your positive relationships. Side note, every poor tactic listed is what Trump claims is negotiating. He has no clue.

  20. 5 out of 5

    Charlene

    I was shocked to see that this was first written in 1991. Not only is it relevant today, it is a far more balanced and fair approach to negotiating. No sensationalism. Simply good advice about how to think and talk to others when trying to compromise.

  21. 4 out of 5

    Bartosz Majewski

    Great book about basics of negotiations. It's full of case studies and presents a basic framework for getting things done by focusing negotiators on the problem instead of one another. Highly recommended. Great book about basics of negotiations. It's full of case studies and presents a basic framework for getting things done by focusing negotiators on the problem instead of one another. Highly recommended.

  22. 5 out of 5

    Trung

    3.5 stars rounded up. Not sure if it's because of the translation but the writing style is not persuasive. 3.5 stars rounded up. Not sure if it's because of the translation but the writing style is not persuasive.

  23. 4 out of 5

    sevdah

    As the author wrote towards the ending, "This book is about how to "win" that important game — how to achieve a better process for dealing with your differences.". Not about how to win an argument or any such thing. It makes no claim at introducing brand new ideas, but aims simply at organizing a lot of what you may already know are good or bad practices in negotiation, and structuring the reasons why they work - or don't. I walked out with 6 pages of notes, so for me it was worth it. As the author wrote towards the ending, "This book is about how to "win" that important game — how to achieve a better process for dealing with your differences.". Not about how to win an argument or any such thing. It makes no claim at introducing brand new ideas, but aims simply at organizing a lot of what you may already know are good or bad practices in negotiation, and structuring the reasons why they work - or don't. I walked out with 6 pages of notes, so for me it was worth it.

  24. 4 out of 5

    Vikas Agarwal

    I read this book with one course which i am doing on Coursera on negotiation and found it very useful. It gives you insight that how wrong i was in various negotiation. Obviously i need to practise these learnings in my daily life so i can be better negotiator.

  25. 4 out of 5

    Pap Lőrinc

    Always seek the unfulfilled need behind the opponent's manifestation. Always seek the unfulfilled need behind the opponent's manifestation.

  26. 5 out of 5

    Nick Papandreou

    five star

  27. 5 out of 5

    Jakub

    This book shows you strategies that can be used during negotiations. Most of them are probably well known to you, but you couldn't name it. It's a good summary of tools that we have and that we should be aware of during negotiations. Tools used to enhance our ability to negotiate. What I’ve missed in the book were examples of dialogue on which I can learn. Saying go try it does not make me know how I might react. I could practice negotiation, but it would be nice to have some test scenarios. This book shows you strategies that can be used during negotiations. Most of them are probably well known to you, but you couldn't name it. It's a good summary of tools that we have and that we should be aware of during negotiations. Tools used to enhance our ability to negotiate. What I’ve missed in the book were examples of dialogue on which I can learn. Saying go try it does not make me know how I might react. I could practice negotiation, but it would be nice to have some test scenarios.

  28. 4 out of 5

    Sunny

    A excellent book about negotiation. There were 4 key rules of negotiaton that I remembered from this: 1. Separating People and Issues - Fisher and Ury's first principle is to separate the people from the issues. People tend to become personally involved with the issues and with their side's positions. And so they will tend to take responses to those issues and positions as personal attacks. Separating the people from the issues allows the parties to address the issues without damaging their relat A excellent book about negotiation. There were 4 key rules of negotiaton that I remembered from this: 1. Separating People and Issues - Fisher and Ury's first principle is to separate the people from the issues. People tend to become personally involved with the issues and with their side's positions. And so they will tend to take responses to those issues and positions as personal attacks. Separating the people from the issues allows the parties to address the issues without damaging their relationship. It also helps them to get a clearer view of the substantive problem. 2. Focus on Interests - Good agreements focus on the parties' interests, rather than their positions. As Fisher and Ury explain, "Your position is something you have decided upon. Your interests are what caused you to so decide."[p. 42] Defining a problem in terms of positions means that at least one party will "lose" the dispute. When a problem is defined in terms of the parties' underlying interests it is often possible to find a solution which satisfies both parties' interests. 3. Generate Options - Fisher and Ury identify four obstacles to generating creative options for solving a problem. Parties may decide prematurely on an option and so fail to consider alternatives. The parties may be intent on narrowing their options to find the single answer. The parties may define the problem in win-lose terms, assuming that the only options are for one side to win and the other to lose. Or a party may decide that it is up to the other side to come up with a solution to the problem. 4. Use Objective Criteria - When interests are directly opposed, the parties should use objective criteria to resolve their differences. Allowing such differences to spark a battle of wills will destroy relationships, is inefficient, and is not likely to produce wise agreements. Decisions based on reasonable standards makes it easier for the parties to agree and preserve their good relationship.

  29. 5 out of 5

    Vikas Krishnagiri

    “Getting to yes” justifies itself as being a classic book for its continued readership for roughly 40 years. This book is essential for everyone who has to negotiate with someone over something – and isn’t that for all of us. The book introduces “Principled negotiation”, a technique to negotiate in an efficient and fair manner. Most of it is common sense but the authors have knitted a good structure making it intriguing & unambiguous. The best part of this method is not the four basic points out “Getting to yes” justifies itself as being a classic book for its continued readership for roughly 40 years. This book is essential for everyone who has to negotiate with someone over something – and isn’t that for all of us. The book introduces “Principled negotiation”, a technique to negotiate in an efficient and fair manner. Most of it is common sense but the authors have knitted a good structure making it intriguing & unambiguous. The best part of this method is not the four basic points outlined in detail, which in all sense is very practical but the way importance is given to the emotions of the other side, their feelings & interests. The book places a strong emphasis on maintaining healthy relationship, being empathetic & making mutually benefitting decisions rather than just negotiating for personal interests. The authors quite often use anecdotes of high insurance claim & rent increase to demonstrate intricate aspects of a successful negotiation. Throughout the book there are also real-life international negotiations related to war, hostage situation, nuclear deals, etc. which makes the whole read worthwhile. The part that I love the most is in the last section of the book; how to tackle situations when the other side is more powerful or uses dirty tricks or does not play. This is more useful as it emulates the challenges that we face in every negotiation. Overall, this read is a must for one to understand the basics of negotiation. It has a good mix of theory, applications & examples. Reading this book alone won’t help you in mastering the art of negotiation but will definitely guide you in doing it the right way. P.S. Please do read to get away with anything & everything in your relationships :P

  30. 4 out of 5

    Andrew Garvin

    I am a national debate champion. When new acquaintances learn this, I hear, 'You must be really argumentative' or, 'I'll make sure to avoid debating you then.' The pervasive view that debate engenders an adversarial mentality is false. Especially at the top tier of the activity. Top debaters share what otherwise is considered a cooperative skill: They listen well and understand the best arguments of the opposition. The elite also adapt and appeal to the judge's individual preferences. Empathy, n I am a national debate champion. When new acquaintances learn this, I hear, 'You must be really argumentative' or, 'I'll make sure to avoid debating you then.' The pervasive view that debate engenders an adversarial mentality is false. Especially at the top tier of the activity. Top debaters share what otherwise is considered a cooperative skill: They listen well and understand the best arguments of the opposition. The elite also adapt and appeal to the judge's individual preferences. Empathy, not antagonism, is the key. Fisher gets it. Throughout, he conceives of negotiation in a similar way. Avoid positions, favor principles. Improve your BATNA (best alternative to negotiated agreement), but don't flaunt it. Focus on understanding the other side - what are the incentives of the organization, the group, and each individual? Getting to Yes has that critical quality: The advice is at once intuitive and something I had never thought of before. In the fundraising context, the common wisdom is to create competition, in essence to pit the potential investors against one another. This can work but often creates problems where the investor feels commodified. Fisher's paradigm addresses this. Instead of creating explicit competition, develop a BATNA and improve the perception of your BATNA. The difference is nuanced but key, which is what I liked about Getting to Yes.

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