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Fisher, R., Ury, W. and Patton, B. (1991), Getting to Yes: Negotiating Agreement without Giving In, 2nd ed., Houghton Mifflin. Members of the Harvard Negotiation Project, Fisher and Ury focused on the psychology of negotiation in their “negotiations in principle” method, and found acceptable solutions in determining what needs and needs are flexible for negotiators. [1] In 1987, the book was adopted in several U.S. school districts to help students understand “non-contradictory negotiations.” [2] In 1991, the book was published in a second issue with Bruce Patton, a publisher of the first edition, who was co-author. The book has become a perpetual bestseller. In July 1998, he was on the Business Week “Best-Seller” book list for more than three years. [3] In December 2007, he was still on the Longest Running Best Sellers list in paperbacks. [4] The third edition was published in 2011. [5] Positive communication is a far more effective way of saying yes than blaming and criticizing. Instead of speaking for your group, you speak only for yourself. For example, if she says to an employee, “Everyone on the team feels like you`re not pulling your weight” on an employee, she`ll probably divert attention from your message because she`s going to wonder who talked about her and what they said.

Instead, talk about what you have personally observed and express your concern: “Your recent work is lagging behind your high level of performance. Is there anything that prevents you from doing your best?¬†We tend to start our negotiations by defining our views. For example, an owner might say to a developer, “I don`t allow you to develop this property.” If we are in fixed positions, we are getting ourselves into a bind. In our goal, yes, to achieve, we must identify the interests that underlie our opponent`s positions, asking questions like.B. “Why is this quality important to them?” By seizing the interests that motivate the other party and sharing your own interests, you can open up the possibility of exploring trade-offs between topics and increasing your chances, yes, of coming. In negotiations, the parties must resist the urge to constantly compromise for fear of losing the negotiations altogether. Such compromises may allow for a shorter negotiation, but also leave the main party with an agreement that has not fully benefited them. The definition of a “lower line” may protect the negotiator`s final offer, but it may limit the ability to learn from the negotiations and exclude any new negotiations that could eventually result in a better benefit to all parties involved.

When considering final decisions, each party can take a step backwards and consider all possible alternatives to the current offer.

Posted on December 9th, 2020 | filed under Uncategorized |

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