Teaches how to resolve differences and achieve positive outcomes.

A principled approach to unconditionally constructive negotiating

In Getting to Yes, Roger Fisher and his co-authors at the Harvard Negotiation Project advised us to separate the people from the problem, i.e. relationship issues from substantive ones, during a negotiation, then focused largely on dealing with the substantive ones. In this follow up, they tackle the people issues that arise when negotiating. They build on the principled, win-win approach pioneered in their earlier work, this time focusing on using negotiation as a means to fostering stronger relationships instead of harming them with a win-lose mentality that either dominates without regard for the other's interests or gives in for the sake of keeping the peace. The authors argue that even though we can't always change how others respond, we can control our own behavior to be unconditionally constructive by always acting on the principles they advance.

These include: keeping reason rather than emotion firmly in the driver's seat (Rationality); making the effort to learn where someone else is coming from (Understanding); always consulting those who will be significantly affected by a decision before making it, and actually taking their feedback into account (Communication); not being overly trusting, but impeccably trustworthy (Reliability); dealing with others using persuasive rather than coercive tactics (Persuasion); recognizing the other's right to differ without necessarily approving of their position (Acceptance).

Each of these principles is helpfully developed in its own chapter and illustrated through examples from a variety of situations, from the personal to dealing with colleagues, to higher stakes business negotiations all the way up to international relations (though some of these latter examples with the Soviet Union feel a bit dated). A final chapter ties them all together, showing how each principle relates to the others so that they form an integrated whole (e.g., failing to consult someone whom a decision will impact will tend to make him feel coerced rather than persuaded.) Even the appendix is interesting, discussing how the tit-for-tat strategy in game theory relates to their principles, and showing how the prisoner's dilemma does not apply to them because it is always in your interest to be unconditionally constructive in the ways they advocate. There is some real meat to chew on here, making this a great supplement to their earlier books. Also check out William Ury's more recent The Power of a Positive No.

http://www.amazon.com/review/R17PQH3S2MUDE ( )

This was an excellent little primer on how to create value in negotiations and come out ahead even if it goes poorly. Reading it now, the examples are very dated but there's still a lot to learn from them. ( )