Getting to Yes Buchzusammenfassung - das Wichtigste aus Getting to Yes

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Zusammenfassung von Getting to Yes

Name: Getting to Yes
Rating: 4.3 (462 reviews)
Author: Roger Fisher

Roger Fisher

Negotiating an Agreement Without Giving In

4.3 (462 Bewertungen)

18 Min.

Inhaltsübersicht

Getting to Yes
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Kernaussage 1 von 11

Learn to negotiate well; everything is based on negotiations.

This is sometimes hard to imagine, but just a few decades ago decisions were rarely made as a result of discussions or negotiations. They were usually made by one person: whoever was in charge.

Back then, the world was a place of hierarchy: at home, every decision concerning the family was made by the “wise father,” and at work, everybody adhered to the path dictated by the company’s boss.

Today, such authoritarian structures are increasingly rare. Hierarchies are flatter, information is more accessible, and more and more people participate in decisions at all levels.

Hence, it has become much more important for us to talk to others and include them in our decision-making processes. Politicians now talk to their voters, and companies encourage their employees to participate in company decisions.

Even parent-child interactions are becoming more democratic. In the age of Google, parents can no longer simply say, “Don’t do this; it’s unhealthy,” because their child can just go online, find counterevidence and argue their claim.

Today, finding agreements in any area of life means negotiating. Arguing with friends about which movie to see is very different to haggling over prices with suppliers or negotiating international arms embargos, yet in many ways all negotiations are similar to each other.

By arming yourself with the right knowledge and tools, you can vastly improve the outcomes of all your negotiations. And since every day of your life involves some kind of negotiating, it’s well worth your time to do so.

Learn to negotiate well; everything is based on negotiations.

Avoid trench warfare. It costs a lot and brings very little in return.

Too often, conflicts turn into trench warfare: both parties take a position, defend it fiercely and only make concessions if they have to. In such a situation, finding a solution is not the result of negotiation; either the more stubborn side wins or a compromise is found that both sides can, more or less, live with.

The problem with these types of conflicts is that both parties have fixated on their initial positions. Instead of searching for a good solution together, they both want to “win” or at least avoid an embarrassing defeat. Such a mindset precludes a win-win solution.

Keep in mind that you’re negotiating with people.

It is shortsighted to consider a negotiation as a factual discussion between perfectly rational individuals. In negotiations, there is never one reality; there are always at least two subjective interpretations of reality. Both sides always bring their personalities, experiences, values and emotions to the table.

This means they will often look at things differently and have their own interpretations of the “facts.” Sometimes two people will talk about totally different things without even realizing they are doing so.

Fight the problem, not the person you’re negotiating with.

The goal of a negotiation should never be to “win,” as if the other party were an opponent. Rather, both parties should focus on finding a long-term solution together.

This is why negotiators should always separate the factual level of an argument from the interpersonal level. If you want to negotiate successfully, always remain on the level of facts.

Before you search for solutions, understand both parties’ underlying interests.

Often the positions of the two sides in a negotiation seem incompatible. Take a married couple’s holiday plans, for example: “I want to spend the holidays by the sea,” versus, “I want to go to the Alps.”

But when you look below the surface at the interests behind these two positions, you may be surprised at the new solutions that can arise, often without necessitating any compromises. If the husband wants to go the sea so that he can swim and his spouse wants to go to the Alps to rock climb, why not spend the holidays by a mountain lake?

Outline options before you search for solutions.

When two people negotiate, they typically already have a clear vision of what kind of outcome they would like. Often they bring draft contracts, hoping to convince the other person to agree to them.

Such “solutions” are bound to fail: they are inherently imbalanced because they’re based on one position only. They’re just too narrow to provide a realistic foundation for a joint solution.

Always find objective criteria to base your decision on.

No matter how good your intentions, surprising your negotiation partner with a fully formulated suggestion for a solution is not a good way to move the negotiation forward. The other person will usually disagree and respond either defensively or aggressively.

Instead, first find the right criteria to base your decision on. These should be unambiguous and objective so there is no room for misinterpretation on either side.

To negotiate well, you have to be well-prepared.

Never attend a negotiation unprepared.

Preparation means knowing as much as possible about the facts beforehand. Gather all the information you can, and study your data closely.

Negotiation is communication: listen and stick to talking about facts!

It is no secret that most conflicts and problems would never arise in the first place if there was better communication. Often, misunderstandings and knowledge gaps are what lead to arguments, and better communication can help avoid both these problems.

Even if there is an open conflict, make sure your communication is positive and solution-oriented. Keep the discussion going, and don’t let the flow be interrupted by both parties becoming fixated on an argument.

Even the best tools can’t always guarantee success.

In theory, a negotiation should always lead to better results if both sides are open, structure their negotiation correctly, use objective criteria and strive to find an ideal solution together.

But you can never force the other person to act in a certain way or to give up their extreme position or irrational expectations. You can only try.

Final Summary

The key message in this book is:

Don’t consider conflicts a zero-sum game. Avoid trench warfare and instead try to understand and address the underlying interests of all parties. Stick to the facts, remember you’re dealing with humans, and stay open-minded when it comes to solutions.

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Worum geht es in Getting to Yes?

Getting to Yes (1981) is considered the reference for successful negotiations. It presents proven tools and techniques that can help you to resolve any conflict and find win-win solutions.

Wer Getting to Yes lesen sollte

Anyone interested in improving their negotiation skills, whether for use at work, at home, or both.
Anyone who wants to learn how to find win-win solutions to almost any conflict

Über den Autor

Roger Fisher (1922–2012) was an American professor at Harvard Law School. With his co-authors, he founded the Harvard Negotiation Project.

William Ury is an anthropologist who works as a peace negotiator for corporations and governments worldwide.

Bruce Patton is a Harvard lecturer and co-founder of Vantage Partners, an international consultancy firm that helps companies improve their negotiations.

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