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Getting to Yes:
If your response to sustained, hard positional bargaining is soft positional bargaining, you will probably lose your shirt.
|
10 |
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Getting to Yes:
…any negotiation primarily concerned with the relationship runs the risk of producing a sloppy agreement.
|
10 |
|
|
Getting to Yes:
…when dealing with someone from another country, particularly someone with a markedly different cultural background… you [are] likely to see the necessity of establishing some accepted process for the substantive negotiations.
|
11 |
|
|
Getting to Yes:
…participants should come to see themselves as working side by side, attacking the problem, not each other.
|
12 |
|
|
Getting to Yes:
Having a lot at stake inhibits creativity. So does searching for the one right solution.
|
12 |
|
|
Getting to Yes:
Before trying to reach agreement, invent options for mutual gain.
|
12 |
|
|
Getting to Yes:
…separating the people from the problem allows you to deal directly and empathetically with the other negotiator as a human being, regardless of any substantive differences, thus making possible an amicable outcome.
|
15 |
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|
Getting to Yes:
A basic fact about negotiation, easy to forget in corporate and international transactions, is that you are dealing not with abstract representatives of the ‘other side,’ but with human beings.
|
20 |
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|
Getting to Yes:
A working relationship where trust, understanding, respect, and friendship are built up over time can make each new negotiation smoother and more efficient.
|
21 |
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Getting to Yes:
Failing to deal with others sensitively as human beings prone to human reactions can be disastrous for a negotiation.
|
21 |
