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Getting to Yes: Negotiating Agreement Without Giving In Paperback – Illustrated, May 3, 2011

by Roger Fisher (Author), William L. Ury (Author), Bruce Patton (Author)

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The key text on problem-solving negotiation-updated and revised

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.

Print length

240 pages
Language

English
Publisher

Penguin Publishing Group
Publication date

May 3, 2011
Dimensions

5.11 x 0.57 x 7.75 inches
ISBN-10

1844131467
ISBN-13

978-0143118756
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That period can be divided into three stages: analysis, planning, and discussion.
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From the Publisher

Editorial Reviews

Review

“This is by far the best thing I’ve ever read about negotiation.”
—John Kenneth Galbraith

“The authors have packed a lot of commonsensical observation and advice into a concise, clearly written little book.”
—Businessweek

“A coherent brief for ‘win-win’ negotiations.”
—Newsweek

“Getting to Yes has an unrivaled place in the literature of dispute resolution. No other book in the field comes close to its impact on the way practitioners, teachers, researchers, and the public approach negotiation.”
—National Institute for Dispute Resolution Forum

“Getting to Yes is a highly readable and practical primer on the fundamentals of negotiation. All of us, as negotiators dealing with personal, community, and business problems need to improve our skills in conflict resolution and agreement making. This concise volume is the best place to begin.”
—John T. Dunlop

“This splendid book will help turn adversarial battling into hardheaded problem solving.”
—Averell Harriman

“Getting to Yes is a highly readable, uncomplicated guide to resolving conflicts of every imaginable dimension. It teaches you how to win without compromising friendships. I wish I had written it!”
—Ann Landers

“Getting to Yes is powerful, incisive, persuasive. Not a bag of tricks but an overall approach. Perhaps the most useful book you will ever read!”
—Elliot Richardson

“Simple but powerful ideas that have already made a contribution at the international level are here made available to all. Excellent advice on how to approach a negotiating problem.”
—Cyrus Vance

About the Author

Roger Fisher is the Samuel Williston Professor of Law Emeritus and director emeritus of the Harvard Negotiation Project.

William Ury cofounded the Harvard Negotiation Project and is the award-winning author of several books on negotiation.

Bruce Patton is cofounder and Distinguished Fellow of the Harvard Negotiation Project and the author of Difficult Conversations, a New York Times bestseller.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 4: Invent Options for Mutual Gain

The case of Israel and Egypt negotiating over who should keep how much of the Sinai Peninsula illustrates both a major problem in negotiation and a key opportunity.

the pie that leaves both parties satisfied. Often you are negotiating along a single dimension, such as the amount of territory, the price of a car, the length of a lease on an apartment, or the size of a commission on a sale. At other times you face what appears to be an either/or choice that is either markedly favorable to you or to the other side. In a divorce settlement, who gets the house? Who gets custody of the children? You may see the choice as one between winning and losing- and neither side will agree to lose. Even if you do win and get the car for $12,000, the lease for five years, or the house and kids, you have a sinking feeling that they will not let you forget it. Whatever the situation, your choices seem limited.

option like a demilitarized Sinai can often make the difference between deadlock and agreement. One lawyer we know attributes his success directly to his ability to invent solutions advantageous to both his client and the other side. He expands the pie before dividing it. Skill at inventing options is one of the most useful assets a negotiator can have.

Yet all too often negotiators end up like the proverbial children who quarreled over an orange. After they finally agreed to divide the orange in half, the first child took one half, ate the fruit, and threw away the peel, while the other threw away. the fruit and used the peel from the second half in baking a cake. All too often negotiators "leave money on the table" - they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side. Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. Why?

DIAGNOSIS

As valuable as it is to have many options, people involved in a negotiation rarely sense a need for them. In a dispute, people usually believe that they know the right answer - their view should prevail. In a contract negotiation they are equally likely to believe that their offer is reasonable and should be adopted, perhaps with some adjustment in the price. All available answers appear to lie along a straight line between their position and yours. Often the only creative thinking shown is to suggest splitting the difference.

inventing of an abundance of options: (1) premature judgment; (2) searching for the single answer; (3) the assumption of a fixed pie; and (4) thinking that "solving their problem is their problem." In order to overcome these constraints, you need to understand them.

Premature judgment

Inventing options does not come naturally. Not inventing is the normal state of affairs, even when you are outside a stressful negotiation. If you were asked to name the one person in the world most deserving of the Nobel Peace Prize, any answer you might start to propose would immediately encounter your reservations and doubts. How could you be sure that that person was the most deserving? Your mind might well go blank, or you might throw out a few answers that would reflect conventional thinking: "Well, maybe the Pope, or the President."

pounce on the drawbacks of any new idea. Judgment hinders imagination.

sense is likely to be sharper. Practical negotiation appears to call for practical thinking, not wild ideas.

on the other side. Suppose you are negotiating with your boss over your salary for the coming year. You have asked for a $4,000 raise; your boss has offered you $1,500, a figure that you have indicated is unsatisfactory. In a tense situation like this you are not likely to start inventing imaginative solutions. You may fear that if you suggest some bright half-baked idea like taking half the increase in a raise and half in additional benefits, you might look foolish. Your boss might say, "Be serious. You know better than that. It would upset company policy. I am surprised. that you even suggested it." If on the spur of the moment you invent a possible option of spreading out the raise over time, he may take it as an offer: "I'm prepared to start negotiating on that basis." Since he may take whatever you say as a commitment, you will think twice before saying anything.

piece of information that will jeopardize your bargaining position. If you should suggest, for example, that the company help finance the house you are about to buy, your boss may conclude that you intend to stay and that you will in the end accept any raise in salary he is prepared to offer.

Searching for the single answer

In most people's minds, inventing simply is not part of the negotiating process. People see their job as narrowing the gap between positions, not broadening the options available. They tend to think, "We're having a hard enough time agreeing as it is. The last thing we need is a bunch of different ideas." Since the end product of negotiation is a single decision, they fear that freefloating discussion will only delay and confuse the process.

the second is premature closure. By looking from the outset for the single best answer, you are likely to short-circuit a wiser decision-making process in which you select from a large number of possible answers.

The assumption of a fixed pie

A third explanation for why there may be so few good options on the table is that each side sees the situation as essentially either/or - either I get what is in dispute or you do. A negotiation often appears to be a "fixed-sum" game; $100 more for you on the price of a car means $100 less for me. Why bother to invent if all the options are obvious and I can satisfy you only at my own expense?

Thinking that "solving their problem Is their problem"

A final obstacle to inventing realistic options lies in each side's concern with only its own immediate interests. For a negotiator to reach an agreement that meets his own self-interest he needs to develop a solution which also appeals to the self-interest of the other. Yet emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides: "We've got enough problems of our own; they can look after theirs." There also frequently exists a psychological reluctance to accord any legitimacy to the views of the other side; it seems disloyal to think up ways to satisfy them. Shortsighted self- concern thus leads a negotiator to develop only partisan positions, partisan arguments, and one-sided solutions....

Product details

ASIN ‏ : ‎ 0143118757
Publisher ‏ : ‎ Penguin Publishing Group; Updated edition (May 3, 2011)
Language ‏ : ‎ English
Paperback ‏ : ‎ 240 pages
ISBN-10 ‏ : ‎ 1844131467
ISBN-13 ‏ : ‎ 978-0143118756
Item Weight ‏ : ‎ 6.4 ounces
Dimensions ‏ : ‎ 5.11 x 0.57 x 7.75 inches

Best Sellers Rank: #1,048 in Books (See Top 100 in Books)
- #1 in Business Conflict Resolution & Mediation (Books)
- #4 in Business Negotiating (Books)
- #60 in Success Self-Help

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William Ury
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William Ury is the co--founder of Harvard's Program on Negotiation, where he directs the Project on Preventing War. One of the world's leading negotiation specialists, his past clients include dozens of Fortune 500 companies as well as the White House and Pentagon. Ury received his B.A. from Yale and a Ph.D. in Anthropology from Harvard. His books Getting to YES and Getting Past No have sold more than five million copies worldwide.
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Roger Fisher
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Roger Fisher teaches negotiation at Harvard Law School. He frequently appears on television as a negotiations expert and is the director of the Harvard Negotiation Project.
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Bruce Patton
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Marguerite

A nice new perspective on diplomacy

Reviewed in the United States 🇺🇸 on April 1, 2023

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A lot of what is in this book I already knew personally through applying common sense however the book was delightful and insightful to read and provided many real world examples. Would recommend this book to anyone.

One person found this helpful

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Eyal Bental

the book arrived as scheduled and in perfect condition

Reviewed in the United States 🇺🇸 on April 23, 2023

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the book that I was expecting has arrived as scheduled and in perfect condition as described. good honest seller

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Eric Friehauf

Practical Guidance to Successful Negotiations

Reviewed in the United States 🇺🇸 on March 11, 2023

Verified Purchase

What a refreshing book to enhance and build solid negotiation foundations for all aspects of life. The combination of how to use principle based fundamentals allows you to approach each engagement with integrity. The guidance on how to recognize negotiation tactics and bring them back to center on the objectives that benefit both parties. Finally, to prep and make sure you have a BATNA that helps you to stay centered in the negotiation. Our company has used this to align our groups in customer and supplier engagements.

One person found this helpful

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Max

Why is power. Why is beautiful.

Reviewed in the United States 🇺🇸 on December 19, 2022

Verified Purchase

I am a How kind of person. I wonder How I will get something done and I get methodical about approaching it. How is an important part of Why. I've always been better at How than understanding my Why.

Why is energy. Why is direction. Even if you know How to point yourself in a direction, if you really understand Why you are pointing and going that way, you will go faster. In addition, if others understand Why you are going a certain direction, they are more likely to help you get where you are going, However you choose to do it.

Why is a critical component of my own happiness. Why is motivating me to be more productive at work. Why is great for my marriage.

Be like Simon Sinek. Find your Why. Let him help you. Get this book. When you are done, recommend a friend or colleague buy it. If they don't immediately, give them your copy. Spread the gospel.

5 people found this helpful

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Jur

I really like this book

Reviewed in the United States 🇺🇸 on January 14, 2023

Verified Purchase

I can always go back to this book when i find myself negotiating. The priciples are strong and very useful. I learn from this book that negotiaton is not really me vs the other party. Its about solving the problems with both party on the same side of the table. Really great!

4 people found this helpful

Helpful

Yes, this is a "must read"

Reviewed in the United States 🇺🇸 on August 19, 2007

Verified Purchase

Reviewing a book 15 years after its publication might seem a bit pointless. But that depends on the book. In this case, we're talking about a book that has near cult status in the business community.

Over the past 15 years, this book has been referred to and revered in thousands--if not millions--of articles, seminars, college course, and training programs. In fact, as of the date of this review over 100 published books cite Getting to Yes.

If you're in business and haven't read this book, you are operating with less than full power. But the book has value well beyond the business world. If you've ever had a disagreement end in a way that left you or the other party feeling cheated or manipulated, that ending probably came about because you were either bargaining about position or confusing the people with the problem. Either strategy guarantees at least one loser. Unfortunately, most disagreements follow one or both of these losing strategies.

With discipline and practice, you can apply the knowledge in this book so that you:

* Preserve relationships without giving in (go along to get along).
* Can satisfy the interests of both parties.
* Ensure both parties are motivated to uphold their end of the bargain.
* Feel good about the agreement reached and the people who reached it.

The strategies have nothing to do with tricking other people or playing games. The strategies have everything to do with respecting other people and refusing to play games.

In the publishing world, "thud factor" is a major consideration. Many readers expect filler, in the form of anecdotes and stories (as if they want the author to assume they are too daft to understand assertions made directly in plain English). Getting to Yes is 200 pages long, with the last 50 pages or so being basically a review and a "Cliff Notes" of the first 150. So, you have the book followed by a summary of the book. What you don't have is 150 pages stretched to 300 pages with stories that a busy executive would rather skip.

The concise writing is a huge plus to many people, but some reviewers see it as a minus. So, you may also read reviews saying that other books are "better" because they are thicker.

I have two proposed solutions to that:

1. Read the first 150 pages of Getting to Yes twice. This will equal 300 pages.
2. Read the book, then practice it. Take 150 pages of notes regarding your experiences. You now have the stories and filler you wanted.

The authors wrote this book not to entertain, but to educate. It gets to the point. There is no obfuscation, meandering, or distraction. That same communication style is required in a negotiation. The occasional anecdote may be helpful, but to lead a negotiation to a successful conclusion you must focus on the real issues. That is what this book does. And that's why it's a classic in the classroom and in the boardroom, and in executive suites and staterooms throughout the world.

Be sure to read Getting Past No and The Power of a Positive No, as well.

12 people found this helpful

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Robin Hilton

Definitive book

Reviewed in the United Kingdom 🇬🇧 on September 4, 2013

Verified Purchase

I'm astounded that THE definitive book on negotiation has so few reviews.

This is my second copy. I let someone borrow my first copy, and it never returned. But that's OK. The world would be a better place if everyone learned how to negotiate like this.

If you're going to a turkish bazaar, this is not going to help guarantee you get the right price for the rug you really want. But if you live in the real world, and especially if you're in business, this will help you understand how to negotiate successfully. And it makes you think differently about how you approach different situations.

Roger Fisher died recently, and I liked the obituary in the Economist. It described how there was a bitter confrontational argument in central america, with one of the parties being Ecuador I believe. Roger Fisher was asked to help in the dispute. Things improved dramatically when he asked the two presidents, who were arguing vehemently and bitterly about the border, to sit down with a map and look at the border. All the posturing disappeared as the parties understood each others concerns. As the obituary concluded, it helped that the Ecuador president had been a university student of Professor Fisher. It shows this is not academic mumbo jumbo. It has real life application.

38 people found this helpful

Dr Ben

Great - completely revised my approach to negotiation

Reviewed in the United Kingdom 🇬🇧 on April 14, 2018

Verified Purchase

Really enjoyed this book, probably the best I’ve read on negotiation to date. I found the well thought through logical sequence of the book easy to read and persuasive. It took me from the standard negotiating stance and explained serious errors behind this approach. There was clear guidance on how to move from a positional arbitrary approach to one directed by interests and defined criteria. I’m looking forward to trying out this new framework over the next few months.

7 people found this helpful

Pawel Z.

I recommend

Reviewed in the United Kingdom 🇬🇧 on February 28, 2021

Verified Purchase

I read this book and accomplished a negotiation course. I highly recommend the book for everyone. The book really well breaks down the negotiation process. I use new skill nearly every day now; between buying a new car insurance policy and talking to the Boss!

2 people found this helpful

Dave703010

Brilliant

Reviewed in the United Kingdom 🇬🇧 on October 27, 2013

Verified Purchase

I found this book very insightful and easy to understand. Rather than focus on the “they do this you do that” approach it offers a way of thinking, a mind-set if you like about negotiation. I found the first few chapters tough going but after that its was, for me anyway, packed full of helpful ideas and suggestions. After reading this book I find myself not armed with a lot of tips on what to do (although they are a few good tips in here) but rather a whole new framework for thinking and acting. I agree totally with the authors conclusions that you will probably know a lot of this stuff already, but this book has added to what I know and organized what I already knew. I negotiate construction contracts for a living and come from a trade background, as supposed to university, and found this book easy to understand.

5 people found this helpful

iMak

Great practical advice for normal life where most conflicts lie

Reviewed in the United Kingdom 🇬🇧 on May 24, 2017

Verified Purchase

Great practical advice for normal life where most conflicts lie. If you put this into practice at home and in daily transactions then the higher diplomatic stuff becomes logical. Scenarios easy to visualise. An easy read that makes for good results in life. Be careful of one thing: when your old 'you' manifests in problem situations, you'll kick yourself when looking back knowing what you know after this read!

4 people found this helpful

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