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Getting to Yes: Negotiating Agreement Without Giving In

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Getting to Yes: Negotiating Agreement Without Giving In Paperback – May 3, 2011

by Roger Fisher (Author), William L. Ury (Author), Bruce Patton (Author)

4.5 10,761 ratings

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INTERNATIONAL BESTSELLER • Learn the secret to successful negotiation with this proven, step-by-step strategy—now updated and revised.

“The authors have packed a lot of commonsensical observation and advice into a concise, clearly written little book.”—Bloomberg Businessweek

One of the key business texts of the modern era, Getting to Yes has helped millions of people learn a better way to negotiate. Based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution, it offers readers a straightforward, universally applicable method for reaching mutually satisfying agreements—at home, in business, and with people in any situation. Read Getting to Yes to learn, step-by-step, how to

• disentangle the people from the problem
• focus on interests, not positions
• work together to find creative and fair options
• negotiate successfully with anybody at any level

From the Publisher

WARNING: California’s Proposition 65

Editorial Reviews

Review

“This is by far the best thing I’ve ever read about negotiation.”
—John Kenneth Galbraith

“The authors have packed a lot of commonsensical observation and advice into a concise, clearly written little book.”
—Businessweek

“A coherent brief for ‘win-win’ negotiations.”
—Newsweek

“Getting to Yes has an unrivaled place in the literature of dispute resolution. No other book in the field comes close to its impact on the way practitioners, teachers, researchers, and the public approach negotiation.”
—National Institute for Dispute Resolution Forum

“Getting to Yes is a highly readable and practical primer on the fundamentals of negotiation. All of us, as negotiators dealing with personal, community, and business problems need to improve our skills in conflict resolution and agreement making. This concise volume is the best place to begin.”
—John T. Dunlop

“This splendid book will help turn adversarial battling into hardheaded problem solving.”
—Averell Harriman

“Getting to Yes is a highly readable, uncomplicated guide to resolving conflicts of every imaginable dimension. It teaches you how to win without compromising friendships. I wish I had written it!”
—Ann Landers

“Getting to Yes is powerful, incisive, persuasive. Not a bag of tricks but an overall approach. Perhaps the most useful book you will ever read!”
—Elliot Richardson

“Simple but powerful ideas that have already made a contribution at the international level are here made available to all. Excellent advice on how to approach a negotiating problem.”
—Cyrus Vance

About the Author

Roger Fisher is the Samuel Williston Professor of Law Emeritus and director emeritus of the Harvard Negotiation Project.

William Ury cofounded the Harvard Negotiation Project and is the award-winning author of several books on negotiation.

Bruce Patton is cofounder and Distinguished Fellow of the Harvard Negotiation Project and the author of Difficult Conversations, a New York Times bestseller.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 4: Invent Options for Mutual Gain

The case of Israel and Egypt negotiating over who should keep how much of the Sinai Peninsula illustrates both a major problem in negotiation and a key opportunity.

the pie that leaves both parties satisfied. Often you are negotiating along a single dimension, such as the amount of territory, the price of a car, the length of a lease on an apartment, or the size of a commission on a sale. At other times you face what appears to be an either/or choice that is either markedly favorable to you or to the other side. In a divorce settlement, who gets the house? Who gets custody of the children? You may see the choice as one between winning and losing- and neither side will agree to lose. Even if you do win and get the car for $12,000, the lease for five years, or the house and kids, you have a sinking feeling that they will not let you forget it. Whatever the situation, your choices seem limited.

option like a demilitarized Sinai can often make the difference between deadlock and agreement. One lawyer we know attributes his success directly to his ability to invent solutions advantageous to both his client and the other side. He expands the pie before dividing it. Skill at inventing options is one of the most useful assets a negotiator can have.

Yet all too often negotiators end up like the proverbial children who quarreled over an orange. After they finally agreed to divide the orange in half, the first child took one half, ate the fruit, and threw away the peel, while the other threw away. the fruit and used the peel from the second half in baking a cake. All too often negotiators "leave money on the table" - they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side. Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. Why?

DIAGNOSIS

As valuable as it is to have many options, people involved in a negotiation rarely sense a need for them. In a dispute, people usually believe that they know the right answer - their view should prevail. In a contract negotiation they are equally likely to believe that their offer is reasonable and should be adopted, perhaps with some adjustment in the price. All available answers appear to lie along a straight line between their position and yours. Often the only creative thinking shown is to suggest splitting the difference.

inventing of an abundance of options: (1) premature judgment; (2) searching for the single answer; (3) the assumption of a fixed pie; and (4) thinking that "solving their problem is their problem." In order to overcome these constraints, you need to understand them.

Premature judgment

Inventing options does not come naturally. Not inventing is the normal state of affairs, even when you are outside a stressful negotiation. If you were asked to name the one person in the world most deserving of the Nobel Peace Prize, any answer you might start to propose would immediately encounter your reservations and doubts. How could you be sure that that person was the most deserving? Your mind might well go blank, or you might throw out a few answers that would reflect conventional thinking: "Well, maybe the Pope, or the President."

pounce on the drawbacks of any new idea. Judgment hinders imagination.

sense is likely to be sharper. Practical negotiation appears to call for practical thinking, not wild ideas.

on the other side. Suppose you are negotiating with your boss over your salary for the coming year. You have asked for a $4,000 raise; your boss has offered you $1,500, a figure that you have indicated is unsatisfactory. In a tense situation like this you are not likely to start inventing imaginative solutions. You may fear that if you suggest some bright half-baked idea like taking half the increase in a raise and half in additional benefits, you might look foolish. Your boss might say, "Be serious. You know better than that. It would upset company policy. I am surprised. that you even suggested it." If on the spur of the moment you invent a possible option of spreading out the raise over time, he may take it as an offer: "I'm prepared to start negotiating on that basis." Since he may take whatever you say as a commitment, you will think twice before saying anything.

piece of information that will jeopardize your bargaining position. If you should suggest, for example, that the company help finance the house you are about to buy, your boss may conclude that you intend to stay and that you will in the end accept any raise in salary he is prepared to offer.

Searching for the single answer

In most people's minds, inventing simply is not part of the negotiating process. People see their job as narrowing the gap between positions, not broadening the options available. They tend to think, "We're having a hard enough time agreeing as it is. The last thing we need is a bunch of different ideas." Since the end product of negotiation is a single decision, they fear that freefloating discussion will only delay and confuse the process.

the second is premature closure. By looking from the outset for the single best answer, you are likely to short-circuit a wiser decision-making process in which you select from a large number of possible answers.

The assumption of a fixed pie

A third explanation for why there may be so few good options on the table is that each side sees the situation as essentially either/or - either I get what is in dispute or you do. A negotiation often appears to be a "fixed-sum" game; $100 more for you on the price of a car means $100 less for me. Why bother to invent if all the options are obvious and I can satisfy you only at my own expense?

Thinking that "solving their problem Is their problem"

A final obstacle to inventing realistic options lies in each side's concern with only its own immediate interests. For a negotiator to reach an agreement that meets his own self-interest he needs to develop a solution which also appeals to the self-interest of the other. Yet emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides: "We've got enough problems of our own; they can look after theirs." There also frequently exists a psychological reluctance to accord any legitimacy to the views of the other side; it seems disloyal to think up ways to satisfy them. Shortsighted self- concern thus leads a negotiator to develop only partisan positions, partisan arguments, and one-sided solutions....

Product details

ASIN ‏ : ‎ 0143118757
Publisher ‏ : ‎ Penguin Books; 3rd Revised ed. edition (May 3, 2011)
Language ‏ : ‎ English
Paperback ‏ : ‎ 240 pages
ISBN-10 ‏ : ‎ 1844131467
ISBN-13 ‏ : ‎ 978-0143118756
Item Weight ‏ : ‎ 2.31 pounds
Dimensions ‏ : ‎ 5 x 0.66 x 7.67 inches

Best Sellers Rank: #1,555 in Books (See Top 100 in Books)
- #2 in Business Conflict Resolution & Mediation (Books)
- #5 in Business Negotiating (Books)
- #86 in Success Self-Help

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4.5 10,761 ratings

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Roger Fisher
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Roger Fisher teaches negotiation at Harvard Law School. He frequently appears on television as a negotiations expert and is the director of the Harvard Negotiation Project.
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William Ury
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William Ury is the co--founder of Harvard's Program on Negotiation, where he directs the Project on Preventing War. One of the world's leading negotiation specialists, his past clients include dozens of Fortune 500 companies as well as the White House and Pentagon. Ury received his B.A. from Yale and a Ph.D. in Anthropology from Harvard. His books Getting to YES and Getting Past No have sold more than five million copies worldwide.
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Bruce Patton
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Customers find the book provides useful information on principled negotiation. They describe it as an easy read with a clear language approach. Many consider it a valuable and worthwhile purchase. The book is considered timeless and well-recognized. However, some readers found the content repetitive and lacking substance.

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549 customers mention "Information quality"527 positive22 negative

Customers find the book provides a good introduction to principled negotiation. They appreciate the authors' command of the subject matter and their practical approach. The book touches on key concepts, promotes effective non-confrontational negotiation, and offers strategies and techniques that can be easily kept in mind during any sort of personal conflicts. The examples illustrated the major points in a simple way.

"...Not only do the authors define a certain topic/term, give examples, and identify where and when it may apply, but they also give solutions or how to..." Read more

"...to best address their mutual interests with creative, objectively fair solutions...." Read more

"...Instead, it plunges into helpful information to assist people in negotiating for a new car, negotiating issues with their landlords, and all the..." Read more

"...It gets to the point. There is no obfuscation, meandering, or distraction. That same communication style is required in a negotiation...." Read more

368 customers mention "Readability"368 positive0 negative

Customers find the book easy to read and helpful. They say it's a great primer worth keeping handy for review. The text is clear and concise, providing a concise approach.

"...This book is definitely worth a quick review/re-read before any major negotiation. Below is my short field manual for reference...." Read more

"...It's a great primer, but it's far from all-encompassing. The authors admit that it is not meant to cover everything, though...." Read more

"...It is still a good read, is still taught in universities and continuing education, and is an excellent starting point for people who are new to..." Read more

"...and is definitively worth reading. It wasn't as good as I expected, but have not seem a better book on this topic. Recommended." Read more

193 customers mention "Ease of read"174 positive19 negative

Customers find the book easy to read and understandable. They appreciate the clear language and straightforward narrative. The book makes a process accessible for them, making it a valuable reading for class. Readers praise the clarity of expression and useful principles presented.

"...It is an easy read and I got through the book within 4-5 hours on 1.3x speed on Audible...." Read more

"...Rather, it is a systematic process to ensure you make the most out of negotiation while achieving a durable outcome, beginning with how to know..." Read more

"...In Getting to Yes the authors present, step by step, how to find your way to a win-win solution that helps meet your goals while at the same time..." Read more

"...The authors wrote this book not to entertain, but to educate. It gets to the point. There is no obfuscation, meandering, or distraction...." Read more

32 customers mention "Value for money"28 positive4 negative

Customers find that the book provides good value for money. They appreciate the examples and logic behind getting the deals they want. The book looks at bargaining from a different perspective and helps eliminate conflict before it.

"...But the book has value well beyond the business world...." Read more

"...It provides plenty of examples and the logic behind getting the deals you want...." Read more

"...I also appreciate the fact that the book price is very reasonable considering this is a must in my academic syllabus." Read more

"...This looks at bargaining from a completely different POV, and helps eliminate conflict before it begins...." Read more

30 customers mention "Era"22 positive8 negative

Customers find the book timeless and well-received. They say it's a classic on the basics of establishing good negotiations, updated in 1991 with new material. The book provides good examples and guidelines for practitioners in the trade.

"Almost everyone can benefit from improved negotiating skills. This 1981 classic, updated in 1991 with new material responding to questions from..." Read more

"...Highly recommend! A classic for a reason." Read more

"...were off putting and the beginning of the book appeared unpromising, in the sense that it seemed to follow the typical pattern of many such books by..." Read more

"This book is a well recognized classic text on the subject...." Read more

40 customers mention "Boredom"0 positive40 negative

Customers find the book repetitive and lacking substance. They feel it lacks depth and is not as comprehensive as other books. The examples are deemed irrelevant or unrealistic, and the content lacks depth and understanding. Overall, readers feel the book lacks value for money and does not teach much.

"...goes deeper into detail and anecdotes, they are often contrived and unrealistic...." Read more

"...This would make a powerful magazine article, but become repetitive and full of fluff in book form...." Read more

"...If there were examples, they were unrealistic. The premise of negotiating the interest rather than the position is very fruitful advice...." Read more

"Not as good or as comprehensive as Dont split the difference...." Read more

17 customers mention "Page missing"0 positive17 negative

Customers find the book missing pages and lacking references to page numbers. They also mention that the CD does not provide page numbers when going to the next page. The book has a few blank pages and no numbered chapters.

"...Chaotic in the sense that is text text text ie no numbered chapters sub chapters sub sub chapters...." Read more

"...It appears to be missing entire chapters. I am sure it's too late to get a refund, but please do QC checks on stock." Read more

"...purposes because it doesn't have a true index-- it has a sparse table of contents in front and a kind of weird, slightly more detailed table of..." Read more

"...But, the CD did not make references to page numbers every time he went to the next page or at the beginning of the the CD start at the beginning of..." Read more

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Grace Anne
Great book! "I knew this the whole time."
Reviewed in the United States on July 13, 2024
Verified Purchase

I had to read this book (along with Getting Past No) for my mediation class/certification (side note: mediation is NOT negotiation, but the two overlap in many areas). I absolutely hate reading so I bought the paperback and also the Audible version. I was not expecting to like this book as much as I did! I will reread and commit to memory the notes I took from this book--it is truly that helpful and educational!

Pros:
It definitely opened my eyes and made me see how/where/when I make errors when negotiating--even in my everyday life. It is an easy read and I got through the book within 4-5 hours on 1.3x speed on Audible. I feel like I highlighted something on every page...there is a ton of useful information! Not only do the authors define a certain topic/term, give examples, and identify where and when it may apply, but they also give solutions or how to counteract these actions (especially in Chapter 8 "What If They Use Dirty Tricks?"). As I read through/listened to the book, I thought about so many applicable situations in the past and present.

Cons:
Lots of examples were political/governmental/war-related. I think the examples are relevant because they show how even people in power (i.e., Presidents, etc) can mess up a negotiation because of xyz, but I kinda wanted to zone out during those examples. Just not my thing.

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Abi Noda
A lifesaver
Reviewed in the United States on January 23, 2016
Verified Purchase
*Getting to Yes* is the book you should've read five years ago. Whether you're asking for a raise, working on a business deal, or dealing with your landlord, if you're looking for more sophistication and success in your negotiation strategies than "start high", this is the book for you.

*Getting to Yes* is a complete framework for "principled negotiation"–two or more parties working together to best address their mutual interests with creative, objectively fair solutions. If you're unfamiliar with principled negotiation, it's the complete opposite of our conventional image of negotiation: two hard-heads pitted against one another in a battle of will and wit.

This book is not about mind-bending or psychological tricks–rather. Rather, it is a systematic process to ensure you make the most out of negotiation while achieving a durable outcome, beginning with how to know whether to negotiate at all and what to consider a positive outcome.

This book is definitely worth a quick review/re-read before any major negotiation. Below is my short field manual for reference.

Planning:

* Before starting out, develop a BATNA and trip wire so you know exactly what you are trying to get out of negotiation and when it's no longer worth the time. Remember that the reason you negotiate is to produce something better than the results you can obtain without negotiating.
* Start listing out (guessing is ok) what the interests of each side are
* Brainstorm and list out any negative perceptions the other side has about you, and think of ways to counter these perceptions by acting in ways that are inconsistent with them
* Make note of conflicting interests and brainstorm potential objective criteria for resolving them

Negotiating:

* Clearly identify and list out both side's interests (use a whiteboard) and then focus on a nonjudgmental brainstorming session to come up with ways to address various interests
* During negotiation, always respond to positions and demands by asking for the principled justification (eg. how did you determine that?)
* Continue to extract interests from positions and list them
* Sit side by side facing the problem to reinforce as a team-based problem solving activity
* Do not back down from your interests. Don't be glued to any positions, but stay hard on your interests and insist they be addressed objectively.
* Don't fall for the "let's all agree and put an end to this" bandwagon.
* Don't forget about your BATNA and trip wire. Know when to end negotiation.

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Lisa Shea
Great Information, Could Use Better Layout
Reviewed in the United States on July 2, 2012
Verified Purchase
The title of Fisher and Ury's book is Getting to Yes - Negotiating Agreement without Giving In. It's a case where the title clearly lays out what the book is about. In Getting to Yes the authors present, step by step, how to find your way to a win-win solution that helps meet your goals while at the same time preserving the relationship so that future negotiations also go smoothly.

This book was the assigned textbook for a college course I took on negotiation, but it's one of those fairly rare cases where the material that's useful for a college course is also immensely useful for off-the-street people in a variety of situations. This book avoids complicated jargon and long, droning background chapters. Instead, it plunges into helpful information to assist people in negotiating for a new car, negotiating issues with their landlords, and all the many ways we all negotiate for our position throughout life.

Negotiation isn't just for union leaders trying to avert a strike. All of us negotiate each day as we try to juggle our many roles. We negotiate with our co-workers over assignments. We negotiate with our family members over chores. In an ideal world all of those discussions would go quickly, smoothly, and with as little strife as possible.

Getting to Yes provided numerous helpful examples which made their points more easy to understand. It is so true that people tend to remember stories where they might not remember dry text. When I think about this book I do remember several of the stories clearly, and those help to represent the points the authors were making. The stories help remind me to focus on the issues when negotiating and to look for objective standards to work with.

The information presented is wonderful, and immediately useful in life.

On the down side, this is a new version of older material. The authors chose to keep the initial book in its original form and then add on additional information at the end. I appreciate for historical reasons why they wanted to do that. However, from a fresh reader point of view, I feel they should present an integrated whole which most clearly presents the full information. The way the book is laid out currently, you have to go back and forth to find all information on a given topic.

Also, the format is not laid out for easy reference. If they went more for a "dummies" style with an easy to scan layout, graphs and charts to quickly find and scan, and quick end-summaries, that would make this more useful as a reference book to keep on a shelf. Right now if I had an issue to handle it would be less than quick to grab the book and find the answer. I would have to wade through the book to figure out where to get the support I needed.

Still, I do recommend that everyone read this book at least once, to build their skills in negotiation. It's something we all have to do!

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Client d'Amazon
TRès bien en cadeau à mon mari
Reviewed in France on February 3, 2025
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conforme à l'attendu, reçu rapidement

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Andrea Sitta
Spedizione rapida e prezzo ok
Reviewed in Italy on October 7, 2024
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Libro nuovo. Spedizione ok.

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Thushan Hettiarachchi
very well detailed
Reviewed in the United Arab Emirates on September 16, 2024
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very well structured to the point and all practical advice

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Cliente Amazon
Great choice!
Reviewed in the United Kingdom on February 5, 2025
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The insights are practical, easy to understand, and incredibly impactful. Every time I revisit it, I discover something new that helps me grow and improve. It’s one of those rare books that stays relevant no matter how many times you read it. Highly recommend to anyone looking for guidance and inspiration!

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concessionist
Get to yes!
Reviewed in Germany on April 6, 2024
Verified Purchase
If you want to hear more yes in your life, read this book. In a very convincing and easy to understand manner it will explain how to get to yes in most situations.

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5.0 out of 5 stars Great book! "I knew this the whole time."

5.0 out of 5 stars A lifesaver

4.0 out of 5 stars Great Information, Could Use Better Layout

Top reviews from other countries

5.0 out of 5 stars TRès bien en cadeau à mon mari

5.0 out of 5 stars Spedizione rapida e prezzo ok

5.0 out of 5 stars very well detailed

5.0 out of 5 stars Great choice!

5.0 out of 5 stars Get to yes!

Great book! "I knew this the whole time."

A lifesaver

Great Information, Could Use Better Layout

TRès bien en cadeau à mon mari

Spedizione rapida e prezzo ok

very well detailed

Great choice!

Get to yes!