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5 years ago Getting to Yes: Negotiating Agreement Without Giving In By Roger Fisher, William Ury and for the second Edition, Bruce Patton https://www.fd.unl.pt/docentes_docs/ma/AGON_MA_25849.pdf
Summary： ■1.Don't Bargain Over Positions 不要在立场上讨价还价。 Arguing over positions produces unwise agreements 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 友善不能解决问题 There is an alternative。
===谈判方式：===== Each point deals with a basic element of negotiation, and suggests what you should do about it.
- People: Separate the people from the problem.
- Interests: Focus on interests, not positions
- Options: Generate a variety of possibilities before deciding what to do.
- Criteria: Insist that the result be based on some objective standard. 标准：坚持使用客观标准。
■2 Separate the PEOPLE from the Problem
- Negotiators are people first.
- Every negotiator has two kinds of interests: in the substance and in the relationship.
- The relationship tends to become entangled with the problem.
- Positional bargaining puts relationship and substance in conflict. 立场式谈判会把人际关系和实质利益对立起来。
- Separate the relationship from the substance; deal directly with the people problem.
- Perception(认知)：Understanding the other side's thinking is not simply a useful activity that will help you solve your problem. Their thinking is the problem. Whether you are making a deal or settling a dispute, differences are defined by the difference between your thinking and theirs. Put yourself in their shoes.
- Discuss each other's perceptions.
- Look for opportunities to act inconsistently with their perceptions.
- Give them a stake in the outcome by making sure they participate in the process.
- Face-saving: Make your proposals consistent with their values.
- Emotion
- First recognize and understand emotions, theirs and yours.
- Make emotions explicit and acknowledge them as legitimate.
- Allow the other side to let off steam. 允许对方发泄情绪
- Don't react to emotional outbursts.
- Use symbolic gestures. 采取象征性的姿态
- Communication：Without communication there is no negotiation.
- Listen actively and acknowledge what is being said.
- Speak to be understood.
- Speak about yourself, not about them.
- Speak for a purpose.
- Prevention works best
- Build a working relationship.
- Face the problem, not the people.
■3 Focus on INTERESTS, Not Positions
- For a wise solution reconcile interests, not positions
- Interests define the problem.
- Behind opposed positions lie shared and compatible interests, as well as conflicting ones.
- How do you identify interests?
- Ask "Why?"
- Ask "Why not?" Think about their choice.
- Realize that each side has multiple interests.
- The most powerful interests are basic human needs.
Basic human needs include: • security • economic well-being • a sense of belonging • recognition • control over one's life
- Make a list: to sort out the various interests of each side
- Talking about interests
- Make your interests come alive.
- Acknowledge their interests as part of the problem.
- Put the problem before your answer.
- Look forward, not back.
- Be concrete but flexible.
- Be hard on the problem, soft on the people.
■4 Invent OPTIONS for Mutual Gain DIAGNOSIS :
- Premature judgment 不成熟的判断
- Searching for the single answer
- The assumption of a fixed pie 以为馅饼大小是不变的
- Thinking that "solving their problem is their problem"
PRESCRIPTION：
- Separate inventing from deciding 把创造与决定分开 2， brainstorming
- Consider brainstorming with the other side. 4，Broaden your options (1)，Multiply options by shuttling between the specific and the general: The Circle Chart. 在一般和特殊之间穿梭，增加选择方案：环状图。 (2) Look through the eyes of different experts. 从不同的专家视角看待问题 (3) Invent agreements of different strengths. 创造不同力度的协议 (4) Change the scope of a proposed agreement. 改变所提提议的范围 6， Look for mutual gain (1) Identify shared interests. (2) Dovetail differing interests. 融合不同的利益 7, Make their decision easy (1) Whose shoes? (2) What decision? (3) Making threats is not enough.
■5. Insist on Using Objective CRITERIA 1, Deciding on the basis of will is costly 2, The case for using objective criteria (1) Principled negotiation produces wise agreements amicably and efficiently. 3, Developing objective criteria (1) Fair standards (2) Fair procedures. 4, Negotiating with objective criteria (1) Frame each issue as a joint search for objective criteria. (2) Reason and be open to reason. (3) Never yield to pressure. 不能屈于压力
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