Book Summary: 'Getting to Yes' by Roger Fisher and William L Ury

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

“Think like a lawyer Don’t act like one,” offers great insights on how to face conflict. Aernoud Bourdrez presented 75 tried and tested strategies anyone could use when thrust into a disagreement. The array of situations laid out provide a better view in understating the intricacies of negotiation. Furthermore, the less parade of legal terms and humorous illustrations of presenting the matter make this book an ideal pick me up for those wanting to be a good negotiator.

For our book report for IS Planning and Management, we were to read and review, Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher, William Ury, and Bruce Patton. The book was written to educate readers on how to become better, more effective negotiators. They start with defining the difference between positional negotiations versus principled negotiations. They then move on describing their four principles for effective negotiation: People, Interests, Options, and Criteria. Additionally, they describe three common obstacles to negotiation - when the other party is more powerful, what if they won 't play, and when the

Being successful at negotiating requires one to consider the various styles: win-win, win-lose, lose-win, lose-lose, no deal and compromise negotiation. Each is unique in its outcome and business associates must consider their end goal of the negotiation and when each style of negotiation is

Getting to YES, Negotiating Agreement Without Giving In is an excellent book that discusses the best methods of negotiation. The book is divided into three sections that include defining the problem, the method to solve it, and possible scenarios that may arise when using these methods. Each section is broken down into a series of chapters that is simple to navigate and outlines each of the ideas in a way that is easy for any reader to comprehend. There are also several real life explanations for each issue that make the concepts easier to apply and understand. These ideas are reflective of a method developed by the Harvard Negotiation Project called “principled negotiation”. This method combines the two ideas of soft and hard negotiation

The book starts with identifying the problem associated with negotiation. The authors emphasize that the major challenge associated with negotiations is that people take positions, bargain over their opening position and then make small concessions to reach to a new position. Even if one of the participants decides to take a soft position in the negotiation, it does not result in an effective negotiation as the one who takes the hard position dominates the soft player. The authors have clearly highlighted that for a negotiation to be effective it should produce a wise agreement, be efficient and should not damage the existing relationship. A positional

Using the Internet the author of this paper will find two articles that describe a negotiation situation that employs different negotiation strategies. The negotiation processes used in the selected articles will be described. The two strategies will be compared and contrasted and how they may apply in the work setting.

In the novel, Getting to Yes, Roger Fisher and William Ury articulate that “[A]ny method of negotiation may be fairly judged by three criteria: It should produce a wise agreement if agreement is possible. It should be efficient. And it should improve or at least not damage the relationship between the parties.”1 In academia the concept that Fisher and Ury describe is known as integrative negotiation – “a win-win process, based on pursuing interests, that focus upon an ongoing relationship between negotiating parties.”2 Although this concept appears simplistic, its efficient outcome is rarely achieved. Far too often negotiators fall quarry to distributing resources, instead of using creativity to “expand the pie”. However, the ability to negotiate, like any skill, can be improved.

Readers will find this textbook on negotiations to be broadly accessible and very informative. The third edition has been substantially updated and revised to reflect current negotiations research. Thirteen chapters are presented in four parts. The first chapters focus on the basic elements of conflict and negotiation. Part Two examines the processes of communication, persuasion, and ethical judgment. Part Three explores external influences on negotiations,

In this final paper I will examine my own negotiation style in concordance with the questionnaires that I took. One of the questionnaires identifies perceptions of myself related to negotiations, particularly it clarifies my “perception of human behavior.” The next questionnaire identified communication competence, I will go over my outcomes from each questionnaire and provide a summary of my negotiation results. Next, I will discuss things that I need to improve, and a plan for doing so.

Rubin and Brown (1975), defined negotiation as a “process in which individuals work together to formulate agreements about the issues in dispute.” In the process of negotiation it is assumed that all the parties are willing to communicate and to generate offers, counter-offer, or both. Agreement occurs if and only if the offers

Most of the companies in the word have the need to negotiate to obtain the resources they require to produce, transport or sell their services or products. Negotiation is a process that requires two or more parts involve that need something that only the counterpart can offer. Is in that moment when the negotiation begins, so the parties can find a solution that will satisfy the needs they have. In this process, the parties may assume they have different interest that can go against their best interests, based on the impression or stereotype they have of the counterpart. This mistrust may increase when the parties are from different cultures or have different backgrounds, since negotiations are not only between companies from the same country, but also with companies from different countries. An example of this is the negotiations between international companies from American and Asian countries, a situation that is increasing a cause of the globalization. An even though this cultures know that negotiations is a significant component in business, there are differences in how this process is approached by American and Asian cultures.

Most of us envision negotiations as a form of conflict where the outcome is typically one winner and one loser (or winning and losing party/group). Because both parties engaging in negotiations have something to achieve, people tend to enter negotiations emphasizing outcome and/or process goals (Katz-Navon and Goldschmidt, 2009). Differences in status, power, and gender all play highly significant roles (often times subconsciously or inadvertently) and will be discussed further analyzed in this paper. As somewhat of a disclaimer, the terms “individuals”, “groups”, or “parties” are often used interchangeably with no regard to the circumstances on

When you think about an ideal negotiating, what are the core values necessary to be present? Are the core values always different or same? The negotiation principles are very well explained by Stuart Diamond, a professor of the Wharton Business School and a Pulitzer Prize winner, in his bestselling book “Getting More”. The author makes you to understand that for whoever do the negotiation the core values are exactly the same, whether it is a world piece, billion dollar deal, or getting your kids to do their homework. In order to “get more”, it is worth to practice such principles.

We voluntarily take part in negotiations without realization in our everyday activity. Fourthly, a give-and-take process occurs between the opposing parties, otherwise known as a compromise—so all the sides come to a middle ground by straying away from their opening remarks or initial proposal. Fifthly, “negotiations occurs when the parties prefer to invent their own solution for resolving the conflict, when there is no fixed or established set of rules or procedures for how to resolve the conflict, or when they choose to bypass those rules” (Lewicki et al., 2015). Rather than fight or argue continuously, all the parties create a solution to fix their conflict and satisfy their parties’ needs or desires. The sixth and final element involves tangibles management and intangibles resolutions. Both tangibles and intangibles influentially affect the decision-making process, whether the negotiators notice or not. We, as individuals, do not realize how much these key elements compose a negotiation considering we initially believe a negotiation is essentially bargaining. However, we need to rethink the process of bargaining with these key elements in mind to create a more valid image and understanding of negotiations.