Title: Getting to Yes
Author: Roger Fisher and William Ury
Year Published: 1981, second edition 1991
Reviewer: Yana Valachovic, University of California
Date of Review: January 2012
Getting to Yes is focused on developing techniques to help negotiate agreements. This timeless
book first published in 1981 reminds the readers about how hard it can be to find mutually
agreeable solutions to conflicts and presents a set of strategies to overcome conflicts. The authors
present four principles of negotiation: 1) separate the people from the problem; 2) focus on
interests rather than positions; 3) generate a variety of options before settling on an agreement;
and 4) insist that the agreement be based on objective criteria.
The first principle of separating people from the problem helps to avoid personal attacks. If the
negotiator can help the conflicted parties understand the other party’s viewpoint it can help bring
to light differing interpretations of a situation. As a part of this principle it is also important to
acknowledge that emotions run high when people feel threatened, so if the negotiator can lend a
hand in recognizing the emotional state of the parties, these signals of empathy can help defuse the
emotions. Furthermore it is essential that active listening be developed so that the conflicted
parties are not just restating their positions without listening and learning of the other party’s
issues.
The second principle of focusing on interests rather than positions will help develop solutions that
are mutually agreeable. If the negotiator can help the parties understand what are the key issues
that motivate a person’s position and not just a restatement of viewpoints, then they authors state
that it is much easier to help both parties begin to formulate possible solutions to the conflict.
Fisher and Ury suggest that the sooner the conflicted parties can begin to actively work together to
brainstorm possible solutions, by looking forward and not backward, the more likely it will be that
they can negotiate a lasting solution.
The third principle of generating a range of options is suggested so that solutions are not found
prematurely. The authors recommend developing a robust brainstorming process where
participants might use their “circle chart” to identify the problem, analyze the problem, the
generate broad ideas on how to solve the problem, followed by developing specific actions that
might be taken to solve the problem. Then only after a range of options should participants analyze
the suggested solutions. Fisher and Ury suggest that participants should try to generate solutions
that they believe the other side could agree to.
The forth principle involves the development and use of objective criteria to evaluate proposed
solutions to the conflict. The development of the criteria should be done together by both parties,
this way the conflicted parties have an equal hand in the analysis and will have more buy-in to the
process.
The latter chapters in Getting to Yes are focused on extreme negotiations where the groups may not
play by the rules or where one party may have significantly more power in the negotiations. They
offer a range of ideas that focus on reinforcing the ideas mentioned above by emulating the
standards for discussion, such as focusing on interests and not positions, along with mutually
developing ground rules for the negotiation (so as to start the group buy-in to the negotiated
process early on).
Overall, for those that are looking to enhance their skills at working with groups that struggle with
complex interests and inherent conflicts, this book is well worth the read.