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by: Roger Fisher, William Ury, Bruce Patton

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Average Rating: Rating: - Close to the ideal book on negotiation Fisher's idea of "principled negotiation" is the first real academic attempt to study the best ways to negotiate, and he delivers the material in an easy to follow manner. His main points are (1) seperate the people from the problem (2) Focus on interests and not positions (3) invent options for mutual gain, and (4) insist on objective criteria. However, you must truly think about these points to fully grasp the power of this negotiation style; the substance of those points are not as straight-forward as they seem. The most useful point for novice negotiators is "Focus on Interets, not positions. By reading this book you will learn to spot when someone is being positional and be able to disarm them quickly, but tactifully, as you move the discussion to the various parties' interests. The book is most useful in negotaiting any sort of economic transaction, but is applicable in many areas except maybe if you are negotiating with a govt. regulatory agency. Overall, a must read for any CEO or a person wanting to get the best price on a car. The main thing you should get from this book are the tools that help you to recognize value and not leave value on the table that can be distributed among the parties to maximize gain. Rating: - # 2 in my top ten list of Books on Negotiating The foundation of all great negotiation books, Getting to Yes gives you the real essence of mutual gains negotiation. It's a neat, concise, little paperback, and a fast read. It's so neat and concise, in fact, that you should buy multiple copies and hand them out to people you like - or to people you want to like you. I've read it a dozen or so times and I keep finding new insights. The main ideas of the book are that positional negotiation is pointless, and that our negotiations should focus on interests rather than positions. As far as I'm concerned, if that's the only thing you recall from reading this book, you'll have learned something indispensable. But, by the time you finish Getting to Yes, you'll be convinced that negotiation is a simple matter of figuring out what you really want, what the other side wants, and working out the space where those interests intersect -- despite the generalizations, deletions, and distortions the other side might use to confuse you. One of the leading fundamental constructs presented in Getting to Yes - which differs radically from my own number one tenet - is "separate the people from the problem." Getting to Yes proposes that problems exist objectively and can be analyzed on their own merits, independent of people's perceptions, attributions, and relationships. My contention is that a problem only exists to whatever extent it is perceived by the beholder. As such , there is no problem if you separate the people from it. In real life, it's impossible to disentangle people issues from discussions of "concrete substance." Regardless of the prescriptive in Getting to Yes, real problem solving negotiations require constant simultaneous attention to the problem and the people. The skills you really need to extract and understand others' perceived interests in the context of a relationship aren't taught in Getting to Yes. The book diagnoses the conditions that cause difficulty in negotiation, but doesn't offer all components of the cure. Nevertheless, one dose each of Sales Effectiveness Training and Getting to Yes should cure just about anything that ails any normal negotiation. As John Kenneth Galbraith says of Getting to Yes, "This is by far the best thing I've ever read about negotiation...equally relevant for the individual who would like to keep his friends, property, and income and the statesman who would like to keep the peace." What other endorsement do you need? Rating: - An original and one of the very best on negotiation Almost everyone can benefit from improved negotiating skills. This 1981 classic, updated in 1991 with new material responding to questions from readers, continues to provide practical guidelines for executives dealing with each other, with superiors and staff, with customers, partners, suppliers, and government regulators. If you have ignored this as a pop book, take a good look at it. This practical, non-academic, and well-illustrated book does not waste the reader's time with filler. The authors explain the problems that arise from bargaining over positions, presenting an alternative approach. Their method revolves around four elements: Separate the people from the problem; focus on interests, not positions; invent options for mutual gain; and insist on using objective criteria. They offer helpful approaches for situations where the other side is more powerful, refuses to play, or uses dirty tricks. The range of situations in which their approach can be applied is almost limitless. Keep this one close at hand to refer to repeatedly until "principled negotiation" becomes ingrained and natural.

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