Getting To Yes Book Summary | By Robert Fisher

The best book on arguments and bargaining. useful even if you aren’t in business because you are constantly negotiating in some fashion.

Table of Contents

Summarized Notes

Three standards ought to be used to evaluate every negotiation strategy:

If consensus is attainable, it should result in a wise decision.
It must be effective and work to strengthen or at the very least keep the parties’ connection intact.
Your commitment to your position increases as you make it clearer and defend it against criticism.

Positional debates are ineffective.

Conflicting opinions put a long-term partnership in jeopardy.

Positional negotiating is considerably worse when there are more parties.

Being nice is not the solution, either.

The Simple, Principled Approach to Negotiating

People: Distinguish people from the issue

Initially, negotiators are people.
Each negotiator has an interest in both the relationship and the outcome.
Think in terms of perception, emotion, and communication to solve interpersonal issues.

Perception

One of the most vital abilities a negotiator can have is the capacity to see things from the other side.
Seek for chances to change their perceptions, especially if they are negative ones that reflect poorly on you.
Allowing them to participate will give them a stake in the result.
Talk about each other’s perspectives.
Do not attribute your issue to them.
Integrate your plan with their principles to allow them to maintain their dignity.

Emotion

Understand and comprehend both your own and their feelings. Take identification into account. Determine whether their identity is in danger.
Feelings are always valid.
Give them a chance to vent if required
Don’t retaliate when someone is upset.
Make use of symbolic actions to express empathy, such as giving gifts.

Communication

Actively hearing what is being said and acknowledging it
Talk clearly and engage all parties to the dispute
Don’t talk about them; talk about yourself. Avoid projecting your opinions onto them.
Use your words wisely and don’t squander them.

Concentrate on your hobbies rather than your positions.

Reconcile interests rather than positions for a smart answer.
The issue is defined by one’s interests.
Your positions are things you’ve chosen, and your interests are what influenced your choice.

How can you determine your interests?

Query “Why?” Try to imagine yourself in their position and determine how they came to be there.
What interests of theirs are in the way of your choice, and why not? Why don’t they want what you desire, though?
Recognize that both parties have a variety of interests
Fundamental human needs are the most potent interests. The Maslow Pyramid

discussing common interests

Explaining your interests is necessary if you want the other side to take them into account. You should also acknowledge and comprehend their interests.
Provide your interests and reasoning first, and your conclusions or ideas later. Place the problem before your solution.
Not backwards, but ahead. Sometimes we dispute without a cause or goal.
Be strict with the issue but compassionate with people.
You cause cognitive dissonance for the other person by addressing the issue while also offering encouragement to the person on the other side. He will be inclined to distance himself from the issue in order to work with you to solve it in order to get over this dissonance.

Four main barriers prevent the creation of a wealth of possibilities in the majority of negotiations:
premature conclusion
looking for a single solution
the notion of a constant pie
believing “that is their problem, to solve their problem”

Prior to brainstorming

Establish your goal: Consider what you want to gain from the meeting.
a few people to participate
Alter the environment Provide a relaxed setting
Choose a facilitator who can keep the meeting on track, ensure that everyone has a chance to speak, uphold the rules, and encourage debate.

A brainstorming session

Place everyone in a line with their backs to the issue.
Establish ground rules and make all forms of criticism illegal.
Brainstorm
Clearly note down the thoughts.

Following brainstorming

The no-criticism restriction should be relaxed in order to start weeding out the most promising ideas.
Create enhancements for promising concepts: Create a beautiful design as you can.
Plan a time to consider options and make a decision.

Provide methods to facilitate their decision-making

Usually, it is simpler to refrain from acting than to halt a current course of activity. It is simpler to stop doing something than to start a completely new activity.
Few things make decisions easier than precedent.
Criteria: Demand that the outcome be based on an impartial standard.

Making choices based on will is expensive.
Instead, use objective standards.
An amicable and productive negotiation process results in intelligent agreements.
Creating objective standards

Provide unbiased criteria for evaluation
Employ fair methods to settle the contrasting interests.
Using objective criteria when negotiating

Best Alternative to a Negotiated Agreement

How much it costs to use a bottom line

That prevents you from coming up with more novel solutions.
It occasionally can keep you from making a wise choice.
Learn your BATNA.

Will you rent your home if you are unable to sell it? raze it and market the remnants? Continually keep it on the market?
Create a trip-wire that will trigger your BATNA.

Create your BATNA.

Make a list of potential steps you might take if an agreement cannot be reached.
Enhance some of the more promising concepts and make them workable alternatives.
Choose, tentatively, the idea that seems to work best.
Always keep the BATNA of the other side in mind

Getting to yes book review

The negotiating classic “Getting to Yes” by Roger Fisher and William Ury has withstood the test of time. The book offers a useful paradigm for approaching negotiations in a way that produces win-win outcomes as opposed to a zero-sum contest. The writers stress the significance of isolating people from the issue, emphasizing interests over viewpoints, and creating impartial standards for assessing possibilities. The wording is simple and clear, and the ideas presented in the book can be used in a variety of contexts, from corporate transactions to interpersonal interactions. In conclusion, “Getting to Yes” is a must-read for everyone who wishes to become a better negotiator and cultivate closer, more cooperative relationships.

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