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Getting to Yes by Roger Fisher & William Ury

The book Getting to Yes was first published in the market in 1981, and it has become a classic for anyone who wants to learn how to negotiate successfully during their careers or business years. The readers, however, would do well to know that new writers have questioned some of the theories suggested by the authors Roger Fisher & William Ury. The negotiation theory has not been static over the years and is prone to changes (every theory is). Ever Changing and Fast Paced Business Climate The business environment is ever changing and fast paced and the Fisher and Ury method is an innovative method consisting of four steps. It is opposed to the fixed pie mentality which is prevalent in the conventional world of negotiations. Look At the Bigger Picture The common mistakes while conducting negotiations involve unnecessary tussle over established positions. Deals often collapse because the negotiators concentrated on winning on smaller issues and they could not look at the bigger picture. If only they had concentrated on securing a mutually profitable deal for both the parties, the deal might have been saved. Keep Back Up Plans Ready The authors Fisher and Ury also tell us the importance of having back up plans ready in case everything else fails during the negotiations. Even when you have the best intentions to reach agreement at your heart, you may still fail. The back up plans prove useful in that case. In the first two stages, the authors tell you how to separate the people concerned and problems, so you do not confuse between the two. In other words, the focus should be on the interest of the two parties, and not on the positions. That way, we can invent new solutions which prove to be a gain for both the parties so you have better chances of reaching an agreement. Confusing Problems and People If you confuse problems with people, emotions will run high and there will be misunderstandings all around. Although all of us try to believe we are all cool, calm and level headed creatures, we do not realize that our upbringing and emotional undercurrents affect our decisions made during negotiations. All of us see the world around differently and that's the reason we approach problems in our own individual manner. This is a sure shot recipe to disaster during business (or any type of) negotiations. The authors Roger Fisher & William Ury say that the complications arise only when the problem and the relationships get entangled with each other.

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