From Publishers Weekly
Cofounder of a Harvard Law School program on negotiation, Ury presents a five-step agenda to deal successfully with opponents, be they unruly teenagers, labor leaders, terrorists or international politicians. Strategies focus on self-discipline, or tactics for defusing the adversary's attacks, and suggestions for developing options designed to lead to a mutually satisfactory agreement. Defining negotiations as "the art of letting the other person have your way," Ury, coauthor of Getting to Yes , stresses the need to understand the other's character and motivation. With examples--including Iacocca and the Chrysler Corporation vs. Congress--he shows the advantages of curbing reactions and stepping back to restore perspective. The author's imaginative and persuasive reasoning, communicated to the "opponent" reader, serves in itself to validate his theories.
Copyright 1991 Reed Business Information, Inc.
From Kirkus Reviews
Ury (Beyond the Hotline, 1985, and coauthor, with Roger Fisher, of the hugely best-selling Getting to Yes, 1981) has returned to the subject he knows best--this time focusing on the most difficult negotiating opponents, whose resistance may take the form of stonewalling, threats, and assorted dirty tricks. Where Getting to Yes used the catch phrase ``principled negotiation'' to describe its method, ``breakthrough negotiation'' is Ury's umbrella term here. He sees five potential barriers to success: the opponent's negative emotions, negotiating habits, skepticism about the benefits of agreement, perceived power, and, finally, one's own reaction to all of the four. ``Breakthrough negotiation'' offers a five-step response to the barriers: don't react, disarm your opponent, change the game, make it easy to say yes, and make it hard to say no. Readers familiar with Getting to Yes may experience dj
vu as Ury discusses developing one's BATNA (Best Alternative To a Negotiated Agreement) or counsels on the importance of knowing when to remain silent (his ``Some of the most effective negotiating you will ever do is when you are not talking'' in Getting to Yes becomes, here, ``Some of the most effective negotiation is accomplished by saying nothing''). But No is not simply a rehash of the greatly successful Yes; new ground is covered, the organization is clear, the writing is crisp, and the examples are timely, engaging, and appropriate (although not always new--e.g., a divorce settlement in which equity in a husband's house is substituted for child-support payments was also cited in the earlier text). Expert advice, even though not entirely on new ground. -- Copyright ©1991, Kirkus Associates, LP. All rights reserved.