Getting to Yes: Negotiating Agreement Without Giving In
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.
Going one step further, some people begin by announcing that their position is an issue of principle and refuse even to consider the other side’s case. “It’s a matter of principle” becomes a battle cry in a holy war over ideology. Practical differences escalate into principled ones, further locking in the negotiators rather than freeing them. This is emphatically not what is meant by principled negotiation. Insisting that an agreement be based on objective criteria does not mean insisting
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
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 diplomats in arms control talks,
might take to resolve them. Imagine what it might be like to implement an agreement. What issues would need to be resolved? Then work backward. Ask yourself how the other side might successfully explain and justify an agreement to their constituents. (“We will be in the top 10 percent of all electrical workers in Ontario.” “We are paying less than the value given by two out of three appraisers.”) Think about what it will take for you to do the same. Then ask yourself what kind of an agreement
offer is made. You should give some thought to how and where you convey an offer. If discussions have been carried on publicly or in large groups, you may want to seek a more private occasion for exploring final commitments. Most agreements are made in one-on-one meetings between the top negotiators for each side, although formal closure may come later in a more public forum. If agreement makes sense but some issues remain stubbornly in dispute, look for fair procedures to facilitate