Verfügbarkeit: Getting to yes

Getting to yes: negotiating an agreement without giving in

Gespeichert in:

Bibliographische Detailangaben
Hauptverfasser:	Fisher, Roger 1922-2012 (VerfasserIn), Ury, William 1953- (VerfasserIn)
Weitere Verfasser:	Patton, Bruce (HerausgeberIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	London Random House Business Books 2012
Ausgabe:	third edition, revised edition
Schlagworte:	Kommunikationstraining Verhandlungsführung Verhandlungstechnik Verhandlung Lebensführung Arbeitsmotivation Ratgeber
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	This third edition first published in 2011 by Penguin Books, New York, and in Great Britain in 2012 by Random House Business Books ; auf dem Umschlag: updated and revised
Beschreibung:	xxvii, 204 Seiten
ISBN:	9781847940933

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Datensatz im Suchindex

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adam_text	Analytical Table of Contents Preface to the Third Edition Preface to the Second Edition Acknowledgments Introduction xi xvii xxi xxvi i I. THE PROBLEM 1. Don't Bargain Over Positions Arguing over positions produces unwise outcomes Arguing over positions is inefficient Arguing over positions endangers an ongoing relationship When there are many parties, positional bargaining is even worse Being nice is no answer There is an alternative 4 6 7 8 8 W II. THE METHOD 2. Separate the People From the Problem Negotiators are people first Every negotiator has two kinds of interest - substance and in the relationship The relationship tends to become entangled with the problem . ^ Positional bargaining puts relatio P substance in conflict . Disentangle the relationship from t deal directly with the people pto Perception Put yourself in their shoes ^ Don't deduce their intentions fromyo Don't blame them for your pro Discuss each other's perceptions 20 21 22 22 23 24 25 26 27 27 96 Analytical Table of Contents Look for opportunities to act inconsistently with their perceptions 28 Give them a stake in the outcome by making sure they participate in the process 29 Face-saving: Make your proposals consistent with their values 30 Emotion 31 First recognize and understand emotions, theirs and yours 31 Pay attention to "core concerns" 32 Consider the role of identity 32 Make emotions explicit and acknowledge them as legitimate 33 Allow the other side to let off steam 33 Don't react to emotional outbursts 34 Use symbolic gestures 34 Communication 35 Listen actively and acknowledge what is being said 36 Speak to be understood 38 Speak about yourself not about them 38 Speak for a purpose 39 Prevention works best 39 Build a working relationship 39 Face the problem, not the people 40 3. Focus on Interests, Not Positions For a wise solution reconcile interests, not positions 42 Interests define the problem 42 Behind opposed positions lie shared and compatible interests, as well as conflicting ones 44 How do you identify interests? 45 Ask "Why?" 46 Ask "Why not?" Think about their choice 46 Realize that each side has multiple interests 49 The most powerful interests are basic human needs 50 Make a list 51 Talking about interests 52 Make your interests come alive 52 Acknowledge their interests as part of the problem 53 Put the problem before your answer ^ Look forward' not back ^ The question "Why?" has two quite different meanings 5 Analytical Table of Contents Be concrete but flexible Be hjrd on the problem, soft on the people 4. Invent Options for Mutual Gain DIAGNOSIS Premature judgment Searching for the single answer The assumption of a fixed pie Thinking that "solving their prob/em is their prob/em" PRESCRIPTION Separate inventing from deciding Before brainstorming /. Define your purpose 2 Choose a few participants 3. Change the environment 4. Design an informal atmosphere 5. Choose a facilitator During brainstorming 1. Seat the participants side by side facing the problem 2. Clarify the ground rules, including the no-criticism rule 3. Brainstorm 4. Record the ideas in full view After brainstorming 1. Star the most promising ideas 2. invent improvements for promising ideas 3. Set up a time to evaluate ideas and decide Consider brainstorming with the other side Broaden your options Multiply options by shuttling between the specific and the general: The Circle Chart Look through the eyes of different experts Invent agreements of different strengths Change the scope of a proposed agreement Look for mutual gain Identity shared interests Dovetail differing interests Any difference in interests ? Different beliefs? Different values placed on time? Different forecasts? 55 55 59 59 60 61 6Î 62 62 63 63 63 63 63 63 63 63 63 64 64 64 64 64 64 64 67 68 70 71 71 72 72 75 75 76 76 76 198 Analytical Table of Contents Differences in aversion to risk? 7 6 Ask for their preferences 7 7 Make their decision easy - 78 Whose shoes7 7 8 What decision 7 78 Making threats is not enough 80 5. Insist on Using Objective Criteria Deciding on the basis of will is costly 82 The case for using objective criteria 83 Principled negotiation produces wise agreements amicably and efficiently 84 Developing objective criteria 86 Fair stan dards 8 6 Fair procedures 87 Negotiating with objective criteria 88 Frame each issue as a joint search for objective criteria 89 Ask "What's your theory?" 89 Agree first on principles 89 Reason and be open to reason 90 Never yield to pressure 91 "It's company policy" 93 III. YES, BUT . . . 6. What If They Are More Powerful? (DEVELOP YOUR BATNA— BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT) Protecting yourself 99 The costs of using a bottom line 100 Know your BATNA 101 The insecurity of an unknown BATNA 102 Formulate a trip wire 103 Making the most of your assets 1 04 The better your BATNA., the greater your power 1 04 Develop your BATNA 1 05 Consider the other side's BATNA 1 07 When the other side is powerful 107 7. What If They Won't Play? (USE NEGOTIATION JUJITSU) Negotiation jujitsu 110 Don't attack their position, look behind it 111 Analytical Tabic of Contents Oant defend your re feus, invite criticism and advice Recast an attac k on you as an attack on the problem Ask questions and pause Consider the one text procedure Getting them to play The case of Jones Realty and Frank Turnbull The case in brief "Please correct me if I'm wrong" We appreciate what you 've done for us" "Our concern is fairness" "We would like to settle this on the basis of independent standards, not of who can do what to whom" Trust is a separate issue" “Could I ask you a few questions to see whether my facts are right?" "What's the principle behind your action?" "Let me see tf / understand what you're saying" "Let me get back to you" "Let me show you where l have trouble following some of your reasoning" "One fair solution might be . . "if we agree . if we disagree . . ." "Wed be happy to see if we can leave when it's most convenient for you " "It's been a pleasure dealing with you" 8. What If They Use Dirty Tricks? (TAMING THE HARD BARGAINER/ How do you negotiate about the rules of the game? Separate the people from the problem Focus on interests, not positions Invent options for mutual gain Insist on using objective criteria Some common tricky tactics Deliberate deception Phony facts Ambiguous authority Dubious intentions Less than full disclosure is not the same as deception Psychological warfare 1 12 1 13 1 13 1 14 1 19 1 19 1 20 121 121 122 7 23 124 125 125 126 127 127 1 28 129 J 29 132 133 133 133 133 134 134 134 135 136 136 137 20 0 Analytical Table of Contents ՝ Stressful situations 1 37 Personal attacks 1 37 The good-guy/bad-guy routine 1 38 Threats J 39 Positional pressure tactics 1 40 Refusal to negotiate 140 Extreme demands 1 41 Escalating demands 141 Lock-in tactics 142 Hardhearted partner 1 43 A calculated delay 143 'Take it or leave it" 144 Don't be a victim 144 IV. IN CONCLUSION You knew it all the time 1 49 Learn from doing 1 49 "Winning" 150 V TEN QUESTIONS PEOPLE ASK ABOUT GETTING TO YES QUESTIONS ABOUT FAIRNESS AND "PRINCIPLED" NEGOTIATION 1 53 Question 1: "Does positional bargaining ever make sense?" 153 How important is it to avoid an arbitrary outcome? 153 How complex are the issues? 154 How important is it to maintain a good working relationship? 1 54 What are the other side's expectations, and how hard would they be to change? 154 Where are you in the negotiation? 155 Question 2: "What if the other side believes in a different standard of fairness?" 155 Explore how conflicting standards developed 156 Agreement on the "best" standard is not necessary 156 Question 3: "Should I be fair if I don't have to be?" 157 How much is the difference worth to you? 158 Will the unfair result be durable? 158 Analytical Table of Contents What damage rmqht the unfair result cause to this or other relation shi^)s 7 158 Will your conscience bother you? 1 59 QUESTIONS ABOUT DEALING WITH PEOPLE I 59 Question 4: "What do I do if the people are the problem?" *59 Build a working relationship independent of agreement or disagreement 159 Negotiate the relationship ^ ^ Distinguish how you treat them from how they treat you 1 62 Deal rationally with apparent irrationality J 62 Question 5: "Should I negotiate even with terrorists or someone like Hitler? When does it make sense not to negotiate?" 163 Negotiate with terrorists? ° Negotiate with someone like Hitler? ^ ^ Negotiate when people are acting out of religious 166 conviction? ( When does it make sense not to negotiate? Question 6: "How should I adjust my negotiating approach to account for differences of personality, ^ ^ gender, culture, and so on?" ? Get in step . 169 Adapt our general advice to the specific situation Pay attention to differences of belief and custom, ? 69 but avoid stereotyping individuals 1 7q Question your assumptions; listen actively 170 QUESTIONS ABOUT TACTICS Question 7: "How do I decide things like 'Where should we meet?' How stooulId we communicate?' 'Who should make t e i j and 'How high should I start? \| 7 \| Where should we meet? 171 How should we communicate? j 73 Who should make the first offer? , 74 AVow h/g/i should I start? 174 Strategy depends on preparation from Question 8: "Concretely, how do I j 75 options to making commitments. , 75 Think about closure from the beginning 202 Analytical Table of Contents Consider crafting a framework agreement 1 7 6 Move toward commitment gradually 1 7 6 Be persistent in pursuing your interests but not rigid in pursuing any particular solution 1 7 7 Make an offer 1 7 8 Be generous at the end 1 79 Question 9: "How do I try out these ideas without taking too much risk?" 179 Start small 179 Make an investment 1 7 9 Review your performance 18 0 Preparei 1 80 QUESTIONS ABOUT POWER 1 81 Question 10: "Can the way I negotiate really make a difference if the other side is more powerful?" And "How do I enhance my negotiating power?" 181 Some things you can't get 1 81 How you negotiate makes a big difference 181 "Resources", are not the same as "negotiation power" 1 82 Dont ask "Who's more powerful?" 182 There are many sources of negotiation power 1 83 There is power in developing a good working relationship between the people negotiating 183 There is power in effective communication 185 There is power in understanding interests 188 There is power in inventing an elegant option 188 There is power in using external standards of legitimacy 189 There is power in developing a good BATNA 190 There is power in making a carefully crafted commitment Î 91 Clarify what you will do 191 Consider committing to what you will not do 192 Clarify what you want them to do 192 Make the most of your potential power 193
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author	Fisher, Roger 1922-2012 Ury, William 1953-
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genre	1\p (DE-588)4048476-2 Ratgeber gnd-content
genre_facet	Ratgeber
id	DE-604.BV040296547
illustrated	Not Illustrated
indexdate	2025-02-23T04:00:34Z
institution	BVB
isbn	9781847940933
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-025151634
oclc_num	802581410
open_access_boolean
owner	DE-Aug4 DE-526 DE-M347 DE-1043 DE-M468 DE-1049 DE-92 DE-473 DE-BY-UBG DE-863 DE-BY-FWS DE-945 DE-11 DE-860 DE-1102 DE-355 DE-BY-UBR DE-573 DE-739
owner_facet	DE-Aug4 DE-526 DE-M347 DE-1043 DE-M468 DE-1049 DE-92 DE-473 DE-BY-UBG DE-863 DE-BY-FWS DE-945 DE-11 DE-860 DE-1102 DE-355 DE-BY-UBR DE-573 DE-739
physical	xxvii, 204 Seiten
publishDate	2012
publishDateSearch	2012
publishDateSort	2012
publisher	Random House Business Books
record_format	marc
spellingShingle	Fisher, Roger 1922-2012 Ury, William 1953- Getting to yes negotiating an agreement without giving in Kommunikationstraining (DE-588)4073655-6 gnd Verhandlungsführung (DE-588)4187777-9 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Lebensführung (DE-588)4034864-7 gnd Arbeitsmotivation (DE-588)4132063-3 gnd
subject_GND	(DE-588)4073655-6 (DE-588)4187777-9 (DE-588)4134584-8 (DE-588)4062875-9 (DE-588)4034864-7 (DE-588)4132063-3 (DE-588)4048476-2
title	Getting to yes negotiating an agreement without giving in
title_auth	Getting to yes negotiating an agreement without giving in
title_exact_search	Getting to yes negotiating an agreement without giving in
title_full	Getting to yes negotiating an agreement without giving in by Roger Fisher and William Ury with Bruce Patton, editor
title_fullStr	Getting to yes negotiating an agreement without giving in by Roger Fisher and William Ury with Bruce Patton, editor
title_full_unstemmed	Getting to yes negotiating an agreement without giving in by Roger Fisher and William Ury with Bruce Patton, editor
title_short	Getting to yes
title_sort	getting to yes negotiating an agreement without giving in
title_sub	negotiating an agreement without giving in
topic	Kommunikationstraining (DE-588)4073655-6 gnd Verhandlungsführung (DE-588)4187777-9 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Lebensführung (DE-588)4034864-7 gnd Arbeitsmotivation (DE-588)4132063-3 gnd
topic_facet	Kommunikationstraining Verhandlungsführung Verhandlungstechnik Verhandlung Lebensführung Arbeitsmotivation Ratgeber
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025151634&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT fisherroger gettingtoyesnegotiatinganagreementwithoutgivingin AT urywilliam gettingtoyesnegotiatinganagreementwithoutgivingin AT pattonbruce gettingtoyesnegotiatinganagreementwithoutgivingin

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