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Ury, Bruce Patton it directly. Ury, Bruce Patton to send by the seller in various other days. The key text on problem-solving negotiation-updated and revised Since its original publication nearly thirty years ago, Getting to Yes has helped millions of people learn a better way to negotiate.

One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals with all levels of negotiation and conflict resolution. Getting to Yes offers a proven, step-by-step strategy for coming to mutually acceptable agreements in every sort of conflict.

Thoroughly updated and revised, it offers readers a straight- forward, universally applicable method for negotiating personal and professional disputes without getting angry-or getting taken. William Ury cofounded the Harvard Negotiation Project and is the award-winning author of several books on negotiation. All rights reserved. Often you are negotiating along a single dimension, such as the amount of territory, the price of a car, the length of a lease on an apartment, or the size of a commission on a sale.

In a divorce settlement, who gets the house? Who gets custody of the children? You may see the choice as one between winning and losing- and neither side will agree to lose.

Whatever the situation, your choices seem limited. One lawyer we know attributes his success directly to his ability to invent solutions advantageous to both his client and the other side.

He expands the pie before dividing it. Skill at inventing options is one of the most useful assets a negotiator can have. Yet all too often negotiators end up like the proverbial children who quarreled over an orange. After they finally agreed to divide the orange in half, the first child took one half, ate the fruit, and threw away the peel, while the other threw away. All too often negotiators "leave money on the table" - they fail to reach agreement when they might have, or the agreement they do reach could have been better for each side.

Too many negotiations end up with half an orange for each side instead of the whole fruit for one and the whole peel for the other. In a dispute, people usually believe that they know the right answer - their view should prevail.

In a contract negotiation they are equally likely to believe that their offer is reasonable and should be adopted, perhaps with some adjustment in the price. All available answers appear to lie along a straight line between their position and yours.

Often the only creative thinking shown is to suggest splitting the difference. Premature judgment Inventing options does not come naturally. Not inventing is the normal state of affairs, even when you are outside a stressful negotiation.

If you were asked to name the one person in the world most deserving of the Nobel Peace Prize, any answer you might start to propose would immediately encounter your reservations and doubts. How could you be sure that that person was the most deserving? Your mind might well go blank, or you might throw out a few answers that would reflect conventional thinking: "Well, maybe the Pope, or the President.

Judgment hinders imagination. Practical negotiation appears to call for practical thinking, not wild ideas. Suppose you are negotiating with your boss over your salary for the coming year. In a tense situation like this you are not likely to start inventing imaginative solutions. You may fear that if you suggest some bright half-baked idea like taking half the increase in a raise and half in additional benefits, you might look foolish. Your boss might say, "Be serious.

You know better than that. It would upset company policy. I am surprised. If you should suggest, for example, that the company help finance the house you are about to buy, your boss may conclude that you intend to stay and that you will in the end accept any raise in salary he is prepared to offer.

Searching for the single answer In most people's minds, inventing simply is not part of the negotiating process. People see their job as narrowing the gap between positions, not broadening the options available. They tend to think, "We're having a hard enough time agreeing as it is. The last thing we need is a bunch of different ideas. By looking from the outset for the single best answer, you are likely to short-circuit a wiser decision-making process in which you select from a large number of possible answers.

Why bother to invent if all the options are obvious and I can satisfy you only at my own expense? Thinking that "solving their problem Is their problem" A final obstacle to inventing realistic options lies in each side's concern with only its own immediate interests. For a negotiator to reach an agreement that meets his own self-interest he needs to develop a solution which also appeals to the self-interest of the other.

Yet emotional involvement on one side of an issue makes it difficult to achieve the detachment necessary to think up wise ways of meeting the interests of both sides: "We've got enough problems of our own; they can look after theirs. Shortsighted self- concern thus leads a negotiator to develop only partisan positions, partisan arguments, and one-sided solutions It's a case where the title clearly lays out what the book is about. In Getting to Yes the authors present, step by step, how to find your way to a win-win solution that helps meet your goals while at the same time preserving the relationship so that future negotiations also go smoothly.

This book was the assigned textbook for a college course I took on negotiation, but it's one of those fairly rare cases where the material that's useful for a college course is also immensely useful for off-the-street people in a variety of situations. This book avoids complicated jargon and long, droning background chapters. Instead, it plunges into helpful information to assist people in negotiating for a new car, negotiating issues with their landlords, and all the many ways we all negotiate for our position throughout life.

Negotiation isn't just for union leaders trying to avert a strike. All of us negotiate each day as we try to juggle our many roles. We negotiate with our co-workers over assignments. We negotiate with our family members over chores.

In an ideal world all of those discussions would go quickly, smoothly, and with as little strife as possible. Getting to Yes provided numerous helpful examples which made their points more easy to understand.

It is so true that people tend to remember stories where they might not remember dry text. When I think about this book I do remember several of the stories clearly, and those help to represent the points the authors were making. The stories help remind me to focus on the issues when negotiating and to look for objective standards to work with. The information presented is wonderful, and immediately useful in life.

On the down side, this is a new version of older material. The authors chose to keep the initial book in its original form and then add on additional information at the end.

I appreciate for historical reasons why they wanted to do that. However, from a fresh reader point of view, I feel they should present an integrated whole which most clearly presents the full information.

The way the book is laid out currently, you have to go back and forth to find all information on a given topic. Also, the format is not laid out for easy reference. If they went more for a "dummies" style with an easy to scan layout, graphs and charts to quickly find and scan, and quick end-summaries, that would make this more useful as a reference book to keep on a shelf. Right now if I had an issue to handle it would be less than quick to grab the book and find the answer.

I would have to wade through the book to figure out where to get the support I needed. Still, I do recommend that everyone read this book at least once, to build their skills in negotiation. It's something we all have to do! However, since then, I have read both Shell's "Bargaining for Advantage" and Cialdini's "Influence", and found those two books immensely better than Getting to Yes, for a few different reasons.

Number of stories - in Getting to Yes, the authors do not offer enough stories to burn the concepts into the reader's mind.

I personally think stories are the best way to communicate something like negotiating. Actual psychological concepts explained - Getting to Yes is a summary of findings, and it never explains why certain things work.

Without a deep understanding, it is not clear when the concepts work and when they don't. Especially in Influence, you really get to understand how to persuade someone by remembering the core psych concepts. If you are just looking for a quick intro to negotiating, this is a decent book. If you would like to actually understand people and how to influence them, this is too basic. I have personally benefitted from this book simply because I am even more aware of the importance of preparation and identifying shared interests and taking advantage of them.

Respect, always respect, the other person's interests. More importantly, know them well. Highlights: The book is on principled negotiation, which is essentially negotiation on merits. The aim is to reach a wise agreement, defined as meeting the legitimate interests of all parties to the extent possible, resolving conflicting interests fairly, and ensuring the agreement is durable and takes community interests in account. One, it is an assumption unless the person stating that carefully prepared.

Two, it can generally only hurt the person stating that, generating hostility and conflict. A principled negotiator probes interests, raises questions.

The question, then, is "what are your interests in this deal? If there is one concept I could share with you, it is "prepare. Envision what a successful outcome would be from the negotiation prior to negotiation, then generate several possibilities of satisfying everyone's interests to obtain the goal.

Specific Questions I had that were answered: a When personally attacked, what to do? Control yourself, let the other side vent, then remain silent. Do not embarrass them, do not attack back. Two, acknolwedge the other side's interests as a part of the whole system of negotiation. Share what your interests are pointedly, then provide your reasoning for reaching your proposal.

You should first recognize the tactics being used. Say, "excuse me, unless I am mistaken, you two are playing good cop and bad cop with me. Now, let's just focus on interests and reach a mutually satisfying agreement. If your enviroment is hostile or discomforting, you have a right to request a change in setting. Most importantly, recognize them Resources do not make you a powerful negotiator. All the king's soldiers and all the king's men cannot make you a powerful negotiator, particularly if your socalled "power" will not impact the other side.

It is best to focus on mutual interests and attempt to reach an agreement to satisfying them. What I am doing to bring down the price? But I have also published a black and white version of Holy Smoke! I thought the black and white pictures would diminish the experience for the reader, but happily I am wrong.

I was thrilled and surprised when I received the black and white proof copy of the book. It looks great! Of course, we all may prefer color pictures, but this is as close to a zero compromise as you can get. At that price, I am practically paying you to take it. Whichever version you buy, I am confident you will love Holy Smoke! The Revised 2nd Edition! The entire book has been updated with new content, new stories, new pictures, and new information.

Also, I have new chapters on the the updated regulatory environment, pechugas and aged in glass mezcals, expanded insights on the types of agave from which mezcal can be made, new analysis on the sustainability and future of mezcal, a guide to traveling in Oaxaca, and much more.

On the other hand, a few sections were only tweaked, like the History of Mezcal chapter — the history is the history, and I like how I wrote it the first time. Overall, there is a ton of new stuff. Now I turn it over to you. So pour yourself a nice mezcal, settle in, and enjoy it! Hi there. Is it available yet?

Jo, thanks for asking. I thought I would have had it out 2 months ago. But I have run into formatting issues and I am just not going to release it until we get them all sorted out. By the end of this month for sure!! I am seven years down the same path John McEvoy has taken with respect to mezcal. I have the Kindle version of ed 1. I am on the road and will purchase ed 2 deluxe ed as soon as I return to San Diego.

I like that format best for reading on my iPhone. If not, will ed 2 be available as a Kindle version?