Getting to yes: negotiating agreement without giving in/
Roger Fisher and William Ury.
- 2nd ed.
- New Delhi: Penguin Books, 1991.
- xix, 200 p. ; 20 cm.
I THE PROBLEM 1 Don't Bargain Over Positions s II THE METHOD 2 Separate the People from the Problem 3 Focus on Interests, Not Positions 4 Invent Options for Mutual Gain 5 Insist on Using Objective Criteria III YES, BUT... 6 What If They Are More Powerful? (Develop Your BATNA—Best Alternative To a Negotiated Agreement) 7 What If They Won't Play? (Use Negotiation Jujitsu) 8 What If They Use Dirty Tricks? (Taming the Hard Bargainer) IV IN CONCLUSION V TEN QUESTIONS PEOPLE ASK ABOUT GETTING TO YES Analytical table of Contents A Note on the Harvard Negotiation Project TEN QUESTIONS PEOPLE ASK ABOUT GETTING TO YES Questions About Fairness and "Principled" Negotiation Question 1: "Does positional bargaining ever make sense?" Question 2: "What if the other side believes in a different standard of fairness?" Question 3: "Should I be fair if I don't have to be?" Questions About Dealing with People Question 4: "What do I do if the people are the problem?" Question 5: "Should I negotiate even with terrorists or some one like Hitler? When does it make sense not to negotiate?" Question 6: "How should I adjust my negotiating approach to account for differences of personality, gen der, culture, and so on?" Questions about Tactics Question 7: "How do I decide things like 'Where should we meet?' 'Who should make the first offer?' and 'How high should I start?' " Question 8: "Concretely, how do I move from inventing op tions to making commitments?" Question 9: "How do I try out these ideas without taking too much risk?" Questions About Power Question 10: "Can the way I negotiate really make a differ ence if the other side is more powerful?" And "How do I enhance my negotiating power?"
9780140157352
Negotiation Conflict management Negotiation in business