Getting to Yes 1-8

Chapter 1
• Arguing over positions produces unwise agreements. The more you clarify your position and defend it against attack, the more committed you become to it. The more you try to convince the other side of the impossibility of changing your opening position, the more difficult it becomes to do so. When arguing from now own I will not try to defend my position and clarify it as much. This way if I need to change my position I can easily do so.
Chapter 2
• 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. They have emotions, deeply held values and different backgrounds and viewpoints; and they are unpredictable. So are you. This is something that I especially need to remember because I forget all the time that other people also have feelings. I am not the only one that has feelings in the whole entire world like I would like to think sometimes. From now own when arguing or negotiating, I will remember the other person’s feelings and try to take them into consideration before I speak.
Chapter 3
• The purpose of negotiating is to serve your interests, therefore, make your interests come alive. Acknowledge their interests as part of the problem. Be concrete, but be flexible at the same time. Try to be hard on the problem, but soft on the people. If all of these things are done then your interests will get served as well as their interests.
Chapter 4
• The Circle Chart. Step I-What’s wrong? What are current symptoms? What are disliked facts contrasted with a preferred situation? Step II- Diagnose the problem: sort symptoms into categories. Suggest causes. Observe what is lacking. Note barriers to resolving the problem. Step III- What are possible strategies or prescriptions? What are some theoretical cures? Generate broad ideas about what might be done. Step IV- What might be done? What specific steps might be taken to deal with the problem? This chart is an easy way to get good ideas to solve problems.
Chapter 5
• To discuss the objective criteria with the other said there are three points to remember:
1. Frame each issue as a joint search for objective criteria.
2. Reason and be open to reason as to which standards are most appropriate and how they should be applied.
3. Never yield to pressure, only to principle.
I need to focus on the objective criteria, but be flexible when doing so.
Chapter 6
• If you have not thought carefully about what you will do if you fail to reach an agreement, you are negotiating with your eyes closed. We do not want to do anything with our eyes closed; therefore, it is important to think about what you would do if you do not reach an agreement in the negotiation.
Chapter 7
• Refuse to react so that the vicious cycle of attack. Instead of reacting sidestep their attack and deflect it against the problem. This is like the UFC of negotiation. On UFC they use a lot of jujitsu!
Chapter 8
• There are three steps in negotiating the rules of the negotiating game where the other side seems to be using a tricky tactic: recognize the tactic, raise the issue explicitly, and question the tactic’s legitimacy and desirability. Negotiate over it.