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Getting to Yes:
Interests motivate people; they are the silent movers behind the hubbub of positions. Your position is something you have decided upon. Your interests are what caused you to so decide.
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43 |
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Getting to Yes:
When you… look behind opposed positions for the motivating interests, you can often find an alternative position that meets not only your interests but theirs as well.
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44 |
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Getting to Yes:
In many negotiations… a close examination of the underlying interests will reveal the existence of many more interests that are shared or compatible than the ones that are opposed.
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44 |
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Getting to Yes:
Shared interests and differing but complementary interests can both serve as the building blocks for a wise agreement.
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45 |
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Getting to Yes:
If you are trying to change [your opponents’] minds, the starting point is to figure out where their minds are now.
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46 |
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Getting to Yes:
Only rarely will you deal with a decision-maker who writes down and weighs the pros and cons. You are trying to understand a very human choice, not making a mathematical calculation.
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49 |
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Getting to Yes:
A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests. This is almost never the case.
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49 |
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Getting to Yes:
The most powerful interests are basic human needs. In searching for the basic interests behind a declared position, look particularly for those bedrock concerns that motivate all people…
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50 |
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Getting to Yes:
As fundamental as they are, basic human needs are easy to overlook. In many negotiations, we tend to think that the only interest involved is money.
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50 |
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Getting to Yes:
To sort out the various interests of each side, it helps to write them down as they occur to you. This will not only help you remember them, it will also enable you to improve the quality of your assessment…
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51 |
