Getting to Yes: Negotiating Agreement Without Giving In; Second EditionPenguin, 1991 M12 1 - 224 pages Getting to Yes offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict—whether it involves parents and children, neighbors, bosses and employees, customers or corporations, tenants or diplomats. Based on the work of the Harvard Negotiation Project, a group that deals continually with all levels of negotiation and conflict resolution from domestic to business to international, Getting to Yes tells you how to: * Separate the people from the problem; * Focus on interests, not positions; * Work together to create options that will satisfy both parties; and * Negotiate successfully with people who are more powerful, refuse to play by the rules, or resort to "dirty tricks." Since its original publication in 1981, Getting to Yes has been translated into 18 languages and has sold over 1 million copies in its various editions. This completely revised edition is a universal guide to the art of negotiating personal and professional disputes. It offers a concise strategy for coming to mutually acceptable agreements in every sort of conflict. |
Contents
THE METHOD | |
What If They Are More Powerful? Develop Your BATNABest Alternative To | |
What If They Use Dirty Tricks? Taming the Hard Bargainer | |
IN CONCLUSION | |
Other editions - View all
Getting to Yes: Negotiating Agreement Without Giving in Roger Fisher,William Ury,Bruce Patton Limited preview - 1991 |
Common terms and phrases
accept action agree agreement alternative answer approach attack avoid basic BATNA becomes believe better brainstorming commitment communication concerns concessions consider cost criteria criticism deal decide decision developing difficult discuss easier effective emotions example facts fair feel figure final gain getting give hard ideas important improve interests inventing involved issue Jones keep leave less listen look Management mean meet merits method move objective offer options parties perhaps person persuade play positional bargaining possible prepared principled negotiation probably problem procedure produce Project proposal question raise reach reach agreement reason relationship rent response result risk rules sense separate shared side side’s simply situation solution someone standard substantive suggest tactic talk tend things third treat turn Turnbull understand union