Roger Fisher William L Ury

Getting to Yes: Negotiating Agreement Without Giving In

Authors: Roger Fisher, William Ury, and Bruce Patton

Overview:

"Getting to Yes" is a seminal work on negotiation from the Harvard Negotiation Project. The book emphasizes
principled negotiation, focusing on interests rather than positions to achieve mutually beneficial outcomes. It
has been widely praised for its practical approach to conflict resolution.

Key Concepts:

1. Principled Negotiation:

o Separate People from the Problem: Address human emotions, perceptions, and
communication issues separately from the substantive issues.

o Focus on Interests, Not Positions: Identify the underlying interests behind the positions that
parties take.

o Invent Options for Mutual Gain: Generate multiple options before deciding on an agreement.

o Insist on Using Objective Criteria: Base the agreement on fair, independent standards.

2. Human Element:

o Recognize the importance of addressing human emotions, perceptions, and communication

issues in negotiations.

o Build a working relationship independent of agreement or disagreement.

3. Shared Interests:

o Identify and leverage shared interests to find common ground.

o Use shared interests as building blocks for a wise agreement.

4. Creative Solutions:

o Encourage brainstorming and creative thinking to generate multiple options.

o Use the Circle Chart to shuttle between specific and general ideas.

5. Objective Standards:

o Use fair, independent standards to resolve conflicts and make decisions.

o Agree on principles before discussing specific terms.

6. BATNA (Best Alternative to a Negotiated Agreement):

o Develop and improve your BATNA to protect yourself and strengthen your negotiating position.

o Use your BATNA as a measure of the strength of your negotiating position.

7. Dealing with Difficult Negotiators:

o Use negotiation jujitsu to counter positional bargaining.

o Redirect attacks on you to the problem and use questions and pauses effectively.

o Consider the one-text procedure to involve a third party in drafting and refining a proposal.
Detailed Summary:

Introduction:

The book begins by highlighting the problems with traditional positional bargaining, where each side takes a
position, argues for it, and makes concessions to reach a compromise. This approach often leads to unwise
agreements, inefficiency, and damaged relationships.

The Method of Principled Negotiation:

1. Separate People from the Problem:

o Negotiators are people first, with emotions, deeply held values, and different backgrounds.

o Address people problems directly through techniques like understanding perceptions,

recognizing emotions, and improving communication.

2. Focus on Interests, Not Positions:

o Interests define the problem and motivate people.

o Ask "Why?" to uncover underlying interests and "Why not?" to understand the other side's
perspective.

o Realize that each side has multiple interests, including basic human needs like security,
economic well-being, and recognition.

3. Invent Options for Mutual Gain:

o Separate inventing from deciding by brainstorming multiple options without immediate

judgment.

o Broaden options by shuttling between specific and general ideas using the Circle Chart.

o Look for mutual gain by identifying shared interests and dovetailing differing interests.

4. Insist on Using Objective Criteria:

o Use independent standards like market value, precedent, and scientific judgment to make
decisions.

o Frame each issue as a joint search for objective criteria and reason together to determine the
most appropriate standards.

Dealing with Difficult Situations:

1. What If They Are More Powerful?:

o Develop your BATNA to protect yourself and make the most of your assets.

o The better your BATNA, the greater your power in negotiation.

2. What If They Won't Play?:

o Use negotiation jujitsu to sidestep attacks and deflect them against the problem.

o Invite criticism and advice, and use questions and pauses to keep the negotiation focused on
the merits.

3. What If They Use Dirty Tricks?:

o Recognize and address tactics like deliberate deception, psychological warfare, and positional
pressure.

o Negotiate about the rules of the game and insist on principled negotiation.
Practical Examples and Case Studies:

The book includes real-life examples, such as the Egyptian-Israeli peace treaty negotiations, to illustrate key
concepts. It also provides dialogues and scenarios to demonstrate how to apply the principles of principled
negotiation in various situations.

Conclusion:

The book concludes by emphasizing that principled negotiation is not only about reaching a wise agreement
but also about improving the process of negotiation itself. It encourages readers to learn from their experiences
and continuously improve their negotiation skills.

Additional Insights from the Second Edition:

The second edition of the book addresses ten common questions about negotiation, including:

• Does positional bargaining ever make sense?

• What if the other side believes in a different standard of fairness?

• Should I be fair if I don't have to be?

• How do I deal with people problems?

• Should I negotiate with terrorists or irrational individuals?

• How do I adjust my approach for different personalities and cultures?

• How do I decide on tactical issues like where to meet and who should make the first offer?

• How do I move from inventing options to making commitments?

• How do I try out these ideas without taking too much risk?

• Can the way I negotiate make a difference if the other side is more powerful?

Authors' Backgrounds:

Roger Fisher, William Ury, and Bruce Patton bring extensive experience in law, business, and international
negotiation, contributing to the book's authority and practical insights.

This summary captures the essence of "Getting to Yes" and its approach to principled negotiation. If you have
any specific sections or concepts you'd like to explore further, feel free to ask!

Sure! Here is an extended and detailed summary of "Getting to Yes: Negotiating Agreement Without Giving In"
by Roger Fisher, William Ury, and Bruce Patton:

Getting to Yes: Negotiating Agreement Without Giving In

Authors: Roger Fisher, William Ury, and Bruce Patton

Overview:

"Getting to Yes" is a seminal work on negotiation from the Harvard Negotiation Project. The book emphasizes
principled negotiation, focusing on interests rather than positions to achieve mutually beneficial outcomes. It
has been widely praised for its practical approach to conflict resolution.

Key Concepts:

1. Principled Negotiation:
 o Separate People from the Problem: Address human emotions, perceptions, and
communication issues separately from the substantive issues.

o Focus on Interests, Not Positions: Identify the underlying interests behind the positions that
parties take.

o Invent Options for Mutual Gain: Generate multiple options before deciding on an agreement.

o Insist on Using Objective Criteria: Base the agreement on fair, independent standards.

2. Human Element:

o Recognize the importance of addressing human emotions, perceptions, and communication

issues in negotiations.

o Build a working relationship independent of agreement or disagreement.

3. Shared Interests:

o Identify and leverage shared interests to find common ground.

o Use shared interests as building blocks for a wise agreement.

4. Creative Solutions:

o Encourage brainstorming and creative thinking to generate multiple options.

o Use the Circle Chart to shuttle between specific and general ideas.

5. Objective Standards:

o Use fair, independent standards to resolve conflicts and make decisions.

o Agree on principles before discussing specific terms.

6. BATNA (Best Alternative to a Negotiated Agreement):

o Develop and improve your BATNA to protect yourself and strengthen your negotiating position.

o Use your BATNA as a measure of the strength of your negotiating position.

7. Dealing with Difficult Negotiators:

o Use negotiation jujitsu to counter positional bargaining.

o Redirect attacks on you to the problem and use questions and pauses effectively.

o Consider the one-text procedure to involve a third party in drafting and refining a proposal.

Detailed Summary:

Introduction:

The book begins by highlighting the problems with traditional positional bargaining, where each side takes a
position, argues for it, and makes concessions to reach a compromise. This approach often leads to unwise
agreements, inefficiency, and damaged relationships.

The Method of Principled Negotiation:

1. Separate People from the Problem:

o Negotiators are people first, with emotions, deeply held values, and different backgrounds.

o Address people problems directly through techniques like understanding perceptions,

recognizing emotions, and improving communication.
 2. Focus on Interests, Not Positions:

o Interests define the problem and motivate people.

o Ask "Why?" to uncover underlying interests and "Why not?" to understand the other side's
perspective.

o Realize that each side has multiple interests, including basic human needs like security,
economic well-being, and recognition.

3. Invent Options for Mutual Gain:

o Separate inventing from deciding by brainstorming multiple options without immediate

judgment.

o Broaden options by shuttling between specific and general ideas using the Circle Chart.

o Look for mutual gain by identifying shared interests and dovetailing differing interests.

4. Insist on Using Objective Criteria:

o Use independent standards like market value, precedent, and scientific judgment to make
decisions.

o Frame each issue as a joint search for objective criteria and reason together to determine the
most appropriate standards.

Dealing with Difficult Situations:

1. What If They Are More Powerful?:

o Develop your BATNA to protect yourself and make the most of your assets.

o The better your BATNA, the greater your power in negotiation.

2. What If They Won't Play?:

o Use negotiation jujitsu to sidestep attacks and deflect them against the problem.

o Invite criticism and advice, and use questions and pauses to keep the negotiation focused on
the merits.

3. What If They Use Dirty Tricks?:

o Recognize and address tactics like deliberate deception, psychological warfare, and positional
pressure.

o Negotiate about the rules of the game and insist on principled negotiation.

Practical Examples and Case Studies:

The book includes real-life examples, such as the Egyptian-Israeli peace treaty negotiations, to illustrate key
concepts. It also provides dialogues and scenarios to demonstrate how to apply the principles of principled
negotiation in various situations.

Conclusion:

The book concludes by emphasizing that principled negotiation is not only about reaching a wise agreement
but also about improving the process of negotiation itself. It encourages readers to learn from their experiences
and continuously improve their negotiation skills.

Additional Insights from the Second Edition:

The second edition of the book addresses ten common questions about negotiation, including:
 • Does positional bargaining ever make sense?

• What if the other side believes in a different standard of fairness?

• Should I be fair if I don't have to be?

• How do I deal with people problems?

• Should I negotiate with terrorists or irrational individuals?

• How do I adjust my approach for different personalities and cultures?

• How do I decide on tactical issues like where to meet and who should make the first offer?

• How do I move from inventing options to making commitments?

• How do I try out these ideas without taking too much risk?

• Can the way I negotiate make a difference if the other side is more powerful?

Authors' Backgrounds:

Roger Fisher, William Ury, and Bruce Patton bring extensive experience in law, business, and international
negotiation, contributing to the book's authority and practical insights.

Extended Summary:

Introduction

Negotiation Fundamentals:

Negotiation is a daily activity involving back-and-forth communication to reach an agreement when parties
have shared and opposing interests. The book begins by highlighting the problems with traditional positional
bargaining, where each side takes a position, argues for it, and makes concessions to reach a compromise.
This approach often leads to unwise agreements, inefficiency, and damaged relationships.

Positional Bargaining:

Traditional negotiation often involves positional bargaining, where each side takes a stance and makes
concessions. However, this method can lead to unwise agreements, inefficiency, and damaged relationships.
The authors argue that positional bargaining is not the most effective way to negotiate because it focuses on
positions rather than the underlying interests of the parties involved.

The Method of Principled Negotiation

Principled Negotiation:

The authors propose principled negotiation, which is based on four key principles:

1. Separate the People from the Problem: Address human emotions and perceptions separately from
the substantive issues.

2. Focus on Interests, Not Positions: Identify the underlying interests behind positions to find mutually
beneficial solutions.

3. Invent Options for Mutual Gain: Generate a variety of possibilities before deciding on a solution.

4. Insist on Using Objective Criteria: Base the agreement on fair standards independent of either side's
will.

Separate People from the Problem

Negotiators are People First:

Negotiators are people first, with emotions, deeply held values, and different backgrounds. Addressing human
emotions, perceptions, and communication issues is crucial in negotiations. The authors emphasize the
importance of building a working relationship independent of agreement or disagreement.

Every Negotiator Has Two Kinds of Interests:

Every negotiator has two kinds of interests: in the substance and in the relationship. The relationship tends to
become entangled with the problem, and positional bargaining puts relationship and substance in conflict. The
authors suggest separating the relationship from the substance and dealing directly with the people problem.

Perception:

Understanding the other side's perspective is essential. Put yourself in their shoes, don't deduce their
intentions from your fears, and don't blame them for your problem. Discuss each other's perceptions and look
for opportunities to act inconsistently with their perceptions. Give them a stake in the outcome by making sure
they participate in the process. Face-saving is also important; make your proposals consistent with their
values.

Emotion:

Recognize and understand emotions, both theirs and yours. Make emotions explicit and acknowledge them as
legitimate. Allow the other side to let off steam and don't react to emotional outbursts. Use symbolic gestures
to show empathy and understanding.

Communication:

Effective communication is key. Listen actively and acknowledge what is being said. Speak to be understood,
speak about yourself, not about them, and speak for a purpose. Prevention works best; build a working
relationship and face the problem, not the people.

Focus on Interests, Not Positions

Interests Define the Problem:

Interests are the underlying needs and desires that motivate positions. Identifying and discussing interests can
lead to more satisfactory agreements. The authors suggest asking "Why?" to uncover underlying interests and
"Why not?" to understand the other side's perspective.

Realize That Each Side Has Multiple Interests:

Each side has multiple interests, including basic human needs like security, economic well-being, and
recognition. Make a list of interests and prioritize them.

Talking About Interests:

Make your interests come alive by being specific and concrete. Acknowledge their interests as part of the
problem and put the problem before your answer. Look forward, not back, and be concrete but flexible. Be hard
on the problem, soft on the people.

Invent Options for Mutual Gain

Diagnosis:

Overcoming obstacles to creative thinking involves separating inventing from deciding, broadening options,
and searching for mutual gains. The authors identify four major obstacles to inventing options: premature
judgment, searching for the single answer, the assumption of a fixed pie, and thinking that solving their problem
is their problem.

Prescription:

Separate inventing from deciding by brainstorming multiple options without immediate judgment. Broaden
options by shuttling between specific and general ideas using