Getting to Yes
About this book
The Harvard Negotiation Project's method for principled negotiation, which separates the people from the problem and bargains over interests rather than stated positions. The other core moves are inventing options for mutual gain before deciding anything, and insisting on objective criteria so the outcome does not depend on who is more stubborn. A section on dealing with reality covers what to do when the other side is more powerful, using your best alternative to a negotiated agreement as the measure of any deal, and what to do when they refuse to engage or resort to tricks. The updated edition answers ten questions readers have raised since the first publication. Short, and the reference point most negotiation training starts from.
Description via Product Digest.
Topics
Related concepts
- Negotiation in projectsScope, resources, schedule and priority inside the project manager's own organisation account for most of what gets negotiated on a project, and almost none of it is called negotiation.
- Procurement and contractsMake or buy as an economic decision, the fixed price, cost reimbursable and time and materials families and who carries the risk under each, the procurement cycle, and why a contract type is a relationship.