Book summary
by Roger Fisher & William Ury
Negotiating agreement without giving in
Negotiating agreement without giving in
Topics
Practice one principle per negotiation situation you encounter while reading. Use Readever to track how each principle applies to your real-world scenarios and set reminders to review the BATNA (Best Alternative to a Negotiated Agreement) concept. Highlight Fisher and Ury's examples of interest-based negotiation and create custom negotiation templates based on your common situations. The AI can help translate negotiation theory into your specific contexts.
Things to know before reading
This groundbreaking book from the Harvard Negotiation Project introduces principled negotiation—a method that focuses on interests rather than positions. The authors provide a framework for reaching mutually beneficial agreements while maintaining good relationships with the other party.
Fisher and Ury's principled negotiation approach transforms negotiation from positional bargaining to collaborative problem-solving.
Deal with relationship issues separately from substantive issues. Recognize that emotions, perceptions, and communication problems can interfere with solving the real problem. Build a working relationship based on understanding and respect.
Positions are what people say they want; interests are why they want it. By identifying underlying interests, you can often find solutions that satisfy both parties' needs better than either original position.
Before deciding what to do, brainstorm multiple possibilities. Look for ways to expand the pie rather than fighting over how to divide it. Creative solutions often emerge when you separate the act of inventing options from the act of deciding.
Base your agreement on fair standards rather than who is more stubborn. Use market value, expert opinion, legal standards, or other objective measures to determine what's fair. This prevents either side from feeling taken advantage of.
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This summary reveals the four principles of principled negotiation: separate people from the problem, focus on interests not positions, invent options for mutual gain, and insist on using objective criteria. You'll learn to transform adversarial negotiations into collaborative problem-solving sessions.
Key idea 1
Deal with relationship issues separately from substantive issues. Recognize that emotions, perceptions, and communication problems can interfere with solving the real problem. Build a working relationship based on understanding and respect.
Remember
Key idea 2
Positions are what people say they want; interests are why they want it. By identifying underlying interests, you can often find solutions that satisfy both parties' needs better than either original position.
Remember
Key idea 3
Before deciding what to do, brainstorm multiple possibilities. Look for ways to expand the pie rather than fighting over how to divide it. Creative solutions often emerge when you separate the act of inventing options from the act of deciding.
Remember
Key idea 4
Base your agreement on fair standards rather than who is more stubborn. Use market value, expert opinion, legal standards, or other objective measures to determine what's fair. This prevents either side from feeling taken advantage of.
Remember
Getting to Yes is a classic work on negotiation that introduced the concept of principled negotiation or "negotiation on the merits." The book emerged from the Harvard Negotiation Project and has influenced negotiation theory and practice worldwide.
Fisher and Ury argue that traditional positional bargaining often leads to unsatisfactory outcomes and damaged relationships. Their principled approach provides a systematic method for reaching agreements that satisfy both parties' interests while maintaining positive relationships.
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The book is widely regarded as a foundational text in negotiation theory. Its clear framework and practical advice have made it essential reading for business professionals, diplomats, lawyers, and anyone who needs to negotiate effectively. The principles have stood the test of time and remain relevant decades after publication.
Critics praise the book's practical approach and its emphasis on creating value rather than just claiming it. While some negotiation experts have built upon the framework, the core principles of principled negotiation continue to be taught in business schools and negotiation courses worldwide.
Business professionals involved in negotiations
Lawyers and mediators
Managers and team leaders
Anyone who wants to improve conflict resolution skills
Roger Fisher was a professor at Harvard Law School and the director of the Harvard Negotiation Project. He was a pioneer in the field of negotiation and conflict resolution, advising governments and organizations worldwide on negotiation strategy.
William Ury is a co-founder of the Program on Negotiation at Harvard Law School and has served as a negotiation advisor in conflicts around the world. He is also the author of Getting Past No and The Power of a Positive No.
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Getting to Yes provides a timeless framework for negotiation that emphasizes collaboration, creativity, and mutual benefit. The book's principles remind us that the most effective negotiations create value for all parties while preserving and even strengthening relationships.
This extended outline captures the foundational principles of principled negotiation developed by the Harvard Negotiation Project. Use it to revisit the four key principles for transforming adversarial negotiations into collaborative problem-solving sessions that create value for all parties.
The book's enduring value lies in its systematic approach to negotiation that emphasizes interests over positions, creating value rather than just dividing it, and using objective criteria to reach fair agreements while preserving relationships.
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