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Main Title Getting to yes : negotiating agreement without giving in /
Author Fisher, Roger,
Other Authors
Author Title of a Work
Ury, William.
Patton, Bruce.
Publisher Penguin Books,
Year Published 1991
OCLC Number 24318769
ISBN 0140157352; 9780140157352
Subjects Negotiation ; Conflict management ; Conflict, Psychological ; Interpersonal Relations ; Psychology, Applied ; Conflict (Psychology) ; Développement d'aptitudes ; Réunions ; Négociation ; Psychologie du travail ; Kommunikationstraining ; Verhandlungstechnik ; Sozialer Konsens ; Interpersonale Kommunikation ; Onderhandelen ; Negotiating
Internet Access
Description Access URL
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Library Call Number Additional Info Location Last
EHAM Career CD16 Region 1 Library/Boston,MA 04/18/2020
EJDM HDR BF637.N4F57 1991 Env Science Center Library/Ft Meade,MD 07/02/1999
ELAM  BF637.N4F57 1991 Region 5 Library/Chicago,IL 12/26/2018
ESAM  BF637.N4F57 1991 Region 10 Library/Seattle,WA 02/02/1996 DISPERSAL
Edition 2nd edition.
Collation xix, 200 pages ; 20 cm
On cover: With answers to ten questions people ask. "A Penguin original." 1st ed. published: Boston : Houghton Mifflin, Ã1981.
Contents Notes
Part 1 : The problem -- Don't bargain over positions -- Part 2 : The method -- Separate the people from the problem -- Focus on interests, not positions -- Invent options for mutual gain -- Insist on using objective criteria -- Part 3 : Yes, but ... -- What if they are more powerful? -- What if they won't play? -- What if they use dirty tricks? -- Part 4 : In conclusion -- Part 5 : Ten questions people ask about getting to yes. Getting to Yes offers a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict -- whether it involves parents and children, neighbors, bosses and employees, customers or corporations, tenants or diplomats. Based on the work of the Harvard Negotiation Project, a group that deals continually with all levels of negotiation and conflict resolution from domestic to business to international, Getting to Yes tells you how to separate the people from the problem; focus on interests, not positions; work together to create options that will satisfy both parties; and negotiate successfully with people who are more powerful, refuse to play by the rules, or resort to "dirty tricks."--