In ‘Getting to Yes’, Fisher and Ury advise the reader on how to conduct a ‘principled negotiation’ without giving in. Getting to Yes. If you are trading something simple, there is nothing wrong with haggling. 0000009963 00000 n Another important point: if you feel pressured or accused, avoid replicating directly. The first is simple: what you seek to achieve from that negotiation. On the other hand, in a tough negotiation, the one who has the least capacity to withstand pressure is given up first. 0000079499 00000 n Getting to YES" prove helpful and meet some of the interests readers have expressed. Before brainstorming clarify the ground rules, including the no-criticism rule. Getting to Yes: Negotiating Agreement Without Giving In. The more extreme the opening positions and the smaller the concessions, the more time and effort it will take to discover whether or not an agreement is possible. One should not see negotiation as a scenario of good versus evil. Separate the act of inventing options from the act of judging them. With the “rules” established, both parties will know that they can achieve realistic and measurable goals. Smooth negotiation, in which both parties avoid conflict, and hard negotiation, in which both conflict. As useful as looking for objective reality can be, it is ultimately the reality as each side sees it that constitutes the problem in a negotiation and opens the way to a solution. Download Getting to Yes Book Summary in pdf graphic, text and audio formats or preview the book summary via our blog. 0000105019 00000 n 0000126514 00000 n It’s based on the analysis and researches of the Harvard Negotiation Project. And if you are looking for existing precedents, you will probably benefit from the experiences of many others who have gone through the same process as you. It will give both sides a great sense of progress, as well as keeping a record of the conversation and reducing the chances of a misunderstanding occurring. This technique consists in translating the words of the other person into an ordinary place. They are built on 4 key foundations—people, interests, options, and criteria. 0000002026 00000 n 0000002596 00000 n They tend to think that those who understand them are intelligent and sympathetic people whose own opinions may be worth listening to. Arguing is a great waste of time, in addition to being very exhausting. Getting to Yes: Negotiating Agreement Without Giving In Authors: Roger Fisher and William Ury. trailer << /Size 96 /Info 47 0 R /Root 51 0 R /Prev 150398 /ID[<5fdf6c7b8276eb5314e47031032e41da><02f43e17436f359861a99317a29f456c>] >> startxref 0 %%EOF 51 0 obj << /Type /Catalog /Pages 49 0 R /Metadata 48 0 R /Outlines 1 0 R /OpenAction [ 53 0 R /XYZ null null null ] /PageMode /UseNone /PageLabels 46 0 R /StructTreeRoot 52 0 R /PieceInfo << /MarkedPDF << /LastModified (D:20031106113946)>> >> /LastModified (D:20031106113946) /MarkInfo << /Marked true /LetterspaceFlags 0 >> >> endobj 52 0 obj << /Type /StructTreeRoot /RoleMap 3 0 R /ClassMap 6 0 R /K 34 0 R /ParentTree 42 0 R /ParentTreeNextKey 1 >> endobj 94 0 obj << /S 36 /O 148 /L 164 /C 180 /Filter /FlateDecode /Length 95 0 R >> stream In this mode of negotiation, each side makes logical decisions and seeks a result that benefits all. Search for mutual gains. Thinking about the worst possible scenarios is also a very useful skill, but assumptions should be made very carefully in the negotiations. But when the relationship is long term, or the problem is complex, it is better to use more sophisticated trading techniques. Let the other person know that you are listening and that you understand their problem. On the other hand, the “how” is so important as and often negotiations do not come about because of it and not because of “what.”. 0000143723 00000 n 0000013805 00000 n Set the common positive goal you seek and do not focus on having a winner in the contest. From WikiSummaries, free book summaries. The first is simple: what you seek to achieve from that negotiation. Let us together discover principled trading? Getting to Yes is a classic in the literature of influencing and negotiating. What is the best scenario? So, for example, if you are trying to sell a house because you are broke and if the sale does not happen for some reason? 0000006878 00000 n With this technique, you rephrase what the other side told you to agree more easily. H�b``�a``����������@� ���]m�Y]B��3g���4h��ia�d�c����_cZ�����8���Cg�gK~���ΰ�ɋ��a'��X&� 7� �e`r^ �{13�� ������` ��, endstream endobj 95 0 obj 152 endobj 53 0 obj << /Type /Page /Parent 49 0 R /Resources << /ColorSpace << /CS0 57 0 R >> /ExtGState << /GS0 92 0 R /GS1 93 0 R >> /Font << /C2_0 56 0 R /TT0 59 0 R /TT1 62 0 R /C2_1 69 0 R /TT2 71 0 R >> /ProcSet [ /PDF /Text ] >> /Contents [ 63 0 R 65 0 R 67 0 R 73 0 R 75 0 R 77 0 R 79 0 R 91 0 R ] /Annots [ 54 0 R ] /MediaBox [ 0 0 612 792 ] /CropBox [ 0 0 612 792 ] /Rotate 0 /StructParents 0 >> endobj 54 0 obj << /Dest [ 53 0 R /XYZ 90 85 null ] /Type /Annot /Subtype /Link /Rect [ 367 707 376 720 ] /C [ 0 0 0 ] /Border [ 0 0 0 ] /H /O >> endobj 55 0 obj << /Filter /FlateDecode /Length 309 >> stream

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