Getting To Yes
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Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement
Offers advice on how to negotiate with difficult people, showing readers how to stay cool under pressure, disarm an adversary, and stand up for themselves without provoking opposition
William Ury, coauthor of the international bestseller Getting to Yes, returns with another groundbreaking book, this time asking: how can we expect to get to yes with others if we haven’t first gotten to yes with ourselves? Renowned negotiation expert William Ury has taught tens of thousands of people from all walks of life—managers, lawyers, factory workers, coal miners, schoolteachers, diplomats, and government officials—how to become better negotiators. Over the years, Ury has discovered that the greatest obstacle to successful agreements and satisfying relationships is not the other side, as difficult as they can be. The biggest obstacle is actually our own selves—our natural tendency to react in ways that do not serve our true interests. But this obstacle can also become our biggest opportunity, Ury argues. If we learn to understand and influence ourselves first, we lay the groundwork for understanding and influencing others. In this prequel to Getting to Yes, Ury offers a seven-step method to help you reach agreement with yourself first, dramatically improving your ability to negotiate with others. Practical and effective, Getting to Yes with Yourself helps readers reach good agreements with others, develop healthy relationships, make their businesses more productive, and live far more satisfying lives.
Getting to Yes by Roger Fisher, William Ury, and Bruce Patton | Summary & Analysis Preview: Getting to Yes by Roger Fisher, William Ury, and Bruce Patton is a guide to using principled negotiation techniques, rather than positional bargaining that makes for less successful negotiations. Positional bargaining occurs when two people argue over a particular concession, usually reaching an arbitrary compromise. In those instances, the agreement usually does not address the interests of both negotiators. Principled negotiations find more creative, wise outcomes to conflicts… PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book. Inside this Instaread Summary of Getting to Yes · Overview of the book · Important People · Key Takeaways · Analysis of Key Takeaways
This companion volume to the negotiation classic Getting to Yes explores the negotiation process in depth and presents case studies, charts, and worksheets for blueprinting and personalized negotiating strategy.
President George W. Bush had pinned North Korea to an "axis of evil" but then neglected Pyongyang until it tested a nuclear device. Would the new administration make similar mistakes?When the Clinton White House prepared to bomb North Korea's nuclear facilities, private citizen Jimmy Carter mediated to avert war and set the stage for a deal freezing North Korea's plutonium production. The 1994 Agreed Framework collapsed after eight years, but when Pyongyang went critical, the negotiations got serious. Each time the parties advanced one or two steps, however, their advance seemed to spawn one or two steps backward.Clemens distils lessons from U.S. negotiations with North Korea, Russia, China, and Libya and analyses how they do-and do not-apply to six-party and bilateral talks with North Korea in a new political era.
Amidst the deluge of advice for businesspeople, there lies an overlooked tool, a key to thriving in today's fast-paced, unpredictable environment: improvisation. In Getting to "Yes And" veteran improv performer, university professor, CEO, and consultant Bob Kulhan unpacks a form of mental agility with powers far beyond the entertainment value of comedy troupes. Drawing on principles from cognitive and social psychology, behavioral economics, and communication, Kulhan teaches readers to think on their feet and approach the most typical business challenges with fresh eyes and openness. He shows how improv techniques such as the "Yes, and" approach, divergent and convergent thinking, and focusing on being present can translate into more productive meetings, swifter decisions, stronger collaboration, positive conflict resolution, mindfulness, and more. Moving from the individual to the organizational level, Kulhan compiles time-tested teaching methods and training exercises into an instrumental guide that readers can readily implement as a party of one or a company of thousands.
No is perhaps the most important and certainly the most powerful word in the language. Every day we find ourselves in situations where we need to say No–to people at work, at home, and in our communities–because No is the word we must use to protect ourselves and to stand up for everything and everyone that matters to us. But as we all know, the wrong No can also destroy what we most value by alienating and angering people. That’s why saying No the right way is crucial. The secret to saying No without destroying relationships lies in the art of the Positive No, a proven technique that anyone can learn. This indispensable book gives you a simple three-step method for saying a Positive No. It will show you how to assert and defend your key interests; how to make your No firm and strong; how to resist the other side’s aggression and manipulation; and how to do all this while still getting to Yes. In the end, the Positive No will help you get not just to any Yes but to the right Yes, the one that truly serves your interests. Based on William Ury’s celebrated Harvard University course for managers and professionals, The Power of a Positive No offers concrete advice and practical examples for saying No in virtually any situation. Whether you need to say No to your customer or your coworker, your employee or your CEO, your child or your spouse, you will find in this book the secret to saying No clearly, respectfully, and effectively. In today’s world of high stress and limitless choices, the pressure to give in and say Yes grows greater every day, producing overload and overwork, expanding e-mail and eroding ethics. Never has No been more needed. A Positive No has the power to profoundly transform our lives by enabling us to say Yes to what counts–our own needs, values, and priorities. Understood this way, No is the new Yes. And the Positive No may be the most valuable life skill you’ll ever learn! From the Hardcover edition.
This summary is a separate companion to Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher, William L. Ury, Bruce Patton. Have you ever bought a book with the intention of making positive changes in your life, and then a month later nothing has changed? A month after you've finished reading the book, life gets busy, and you forget many of the important ideas you've just read. Use this summary to quickly review the most important ideas from the book and get back on track to achieving the positive life-changing results you bought the book to obtain. Millions of people worldwide use book summaries to quickly re-learn important concepts from the books they've read. Learn a better way to negotiate. A must-read business book based on the Harvard Negotiation Project. Learn the best practices for negotiation and conflict resolution. Move beyond typical confrontational position-based negotiation. Turn conflict into productive mutually beneficial win-win solutions. Use interest-based negotiation to experience the benefits of building trusting and fruitful long-term working relationships. Summary Table of Contents: Everyone Negotiates to Convince Others to Accept Their Ideas Never Show up to a Negotiation Unprepared Always Be Conscious of the Irrational 'Human' Factor Negotiations Take Place on Two Separate Levels Make the Rational Level the Primary Focus of the Negotiation How to Work Productively with the Other Party Instead of being Adversaries The Most Common Pitfall of the Inexperienced Negotiator How to Focus a Negotiation Negotiate Based on Interests-Not Positions Common Needs Which Motivate People There Are Two Important Steps to a Successful Negotiation Evaluate Potential Solutions Using Objective Criteria Ask the Other Party to Justify Their Solutions Using Objective Criteria Unique Negotiations Where There Are No Established Objective Criteria Dealing with Dirty Negotiation Tactics Good Communication Is Critical to Negotiating Effectively The top performers in every field are reading at least two books a week. Don't get left behind! Please note: This is a separate companion summary of the most important ideas from the book - not the original full-length book.