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Getting to Yes: Negotiating Agreement Without Giving In QUOTES

Getting to Yes: Negotiating Agreement Without Giving In QUOTES

1 " Pressure can take many forms: a bribe, a threat, a manipulative appeal to trust, or a simple refusal to budge. In all these cases, the principled response is the same: invite them to state their reasoning, suggest objective criteria you think apply, and refuse to budge except on this basis. Never yield to pressure, only to principle. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

2 " Reason and be open to reason; yield to principle, not pressure. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

3 " Never yield to pressure, only to principle. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

4 " In contrast to positional bargaining, the principled negotiation method of focusing on basic interests, mutually satisfying options, and fair standards typically results in a wise agreement. The method permits you to reach a gradual consensus on a joint decision efficiently. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

5 " Having a bottom line makes it easier to resist pressure and temptations of the moment. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

6 " Rather than resisting the other side’s criticism, invite it. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

7 " You can use standards of legitimacy both as a sword to persuade others, and as a shield to help you resist pressure to give in arbitrarily. (“I would like to give you a discount, but this price is firm. It is what General Motors paid for the same item last week; here is the bill of sale.”) Just as, by finding relevant precedent and principles a lawyer enhances his or her ability to persuade a judge, so a negotiator can enhance his or her negotiation power by finding precedents, principles, and other external criteria of fairness and by thinking of ways to present them forcefully and tellingly: “I am asking for no more and no less than you are paying others for comparable work.” “We will pay what the house is worth if we can afford it. We are offering what the similar house nearby sold for last month. Unless you can give us a good reason why your house is worth more, our "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

8 " Break the vicious cycle by refusing to react. Instead of pushing back, sidestep their attack and deflect it against the problem. As in the Oriental martial arts of judo and jujitsu, avoid pitting your strength against theirs directly; instead, use your skill to step aside and turn their strength to your ends. Rather than resisting their force, channel it into exploring interests, inventing options for mutual gain, and searching for independent standards. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

9 " Increase your negotiation power is by improving your walk-away alternative. An attractive BATNA is a strong argument with which to persuade the other side of the need to offer more. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

10 " Even apart from a shared interest in averting joint loss, there almost always exists the possibility of joint gain. This may take the form of developing a mutually advantageous relationship, or of satisfying the interests of each side with a creative solution. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

11 " Having a good BATNA can help you negotiate on the merits. You can convert such resources as you have into effective negotiating power by developing and improving your BATNA. Apply knowledge, time, money, people, connections, and wits into devising the best solution for you independent of the other side’s assent. The more easily and happily you can walk away from a negotiation, the greater your capacity to affect its outcome. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

12 " Recast an attack on you as an attack on the problem. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

13 " Sidestep their attack and deflect it against the problem. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

14 " People listen better if they feel that you have understood them. They tend to think that those who understand them are intelligent and sympathetic people whose own opinions may be worth listening to. So if you want the other side to appreciate your interests, begin by demonstrating that you appreciate theirs. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

15 " Any method of negotiation may be fairly judged by three criteria: It should produce a wise agreement if agreement is possible. It should be efficient. And it should improve or at least not damage the relationship between the parties. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

16 " The ability to see the situation as the other side sees it, as difficult as it may be, is one of the most important skills a negotiator can possess. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

17 " If you want someone to listen and understand your reasoning, give your interests and reasoning first and your conclusions or proposals later. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

18 " The more extreme the opening positions and the smaller the concessions, the more time and effort it will take to discover whether or not agreement is possible. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

19 " the more attention that is paid to positions, the less attention is devoted to meeting the underlying concerns of the parties. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In

20 " The most powerful interests are basic human needs. In searching for the basic interests behind a declared position, look particularly for those bedrock concerns that motivate all people. If you can take care of such basic needs, you increase the chance both of reaching agreement and, if an agreement is reached, of the other side’s keeping to it. Basic human needs include: security economic well-being a sense of belonging recognition control over one’s life As fundamental as they are, basic human needs are easy to overlook. In many negotiations, we tend to think that the only interest involved is money. Yet even in a negotiation over a monetary figure, such as the amount of alimony to be specified in a separation agreement, much more can be involved. "

― Roger Fisher , Getting to Yes: Negotiating Agreement Without Giving In