Getting to Yes: Negotiating Agreement Without Giving In
Total CE Credit Hours: 8
Course Info URL: http://www.ce-credit.com/courses/100951
About the Course:
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.” According to the National Institute for Dispute Resolution Forum, “Getting to YES has an unrivaled place in the literature of dispute resolution. No other book in the field comes close to its impact on the way practitioners, teachers , researchers, and the public approach negotiation.”
1991 / 2nd edition
Roger Fisher; William L. Ury, Ph.D.; Bruce Patton
About the Authors:
Roger Fisher teachers negotiation at Harvard Law School, where he is Williston Professor of Law Emeritus and director of the Harvard Negotiation Project. Raised in Illinois, he served in World War II with the U.S. Army Air Force, in Paris with the Marshall Plan, and in Washington, D.C., with the Dept. of Justice. He has also practiced law in Washington and served as a consultant to the Dept. of Defense. He was the originator and executive editor of the award winning television series The Advocates. He consults widely with governments, corporations, and individuals through Conflict Management, Inc., and the Conflict Management Group of Cambridge, Massachusetts.
William L. Ury co-founded Harvard’s Program on Negotiation, where he currently directs the Global Negotiation Project. Over the past two decades, Ury has served as a negotiation adviser and mediator in conflicts ranging from corporate mergers to wildcat strikes in a Kentucky coal mine to ethnic wars in the Middle East, the Balkans, and the former Soviet Union. During the 1980s, he helped the U.S. and Soviet governments create nuclear crisis centers designed to avert an accidental nuclear war. In that capacity, he served as a consultant to the Crisis Management Center at the White House. Ury regularly gives speeches and seminars to corporate executives, labor leaders, lawyers, teachers, diplomats, and military officers around the world. His consulting clients range from AT & T, IBM, and Ford Motor Company to the U.S. Treasury, the U.S. State Department, and the Pentagon. Ury received his B.A. from Yale and his M.A. and Ph.D. from Harvard in social anthropology. He is a recipient of the Whitney North Seymour Award from the American Arbitration Association and the Distinguished Service Medal from the Russian Parliament. His work has been widely featured in the media, from the New York Times and ABC to the BBC.
Bruce Patton, deputy director of the Harvard Negotiation Project, is the Thaddeus R. Beal Lecturer on Law at Harvard Law School. An attorney, he teaches negotiation to diplomats and corporate executives around the world and works as a negotiation consultant and mediator in international, corporate, labor-management, and family settings. Associated with the Conflict Management organizations, which he co-founded in 1984, he has both graduate and undergraduate degrees from Harvard. Editor of the first edition, Patton was a full author of the second edition.
This course is recommended for mediators, arbitrators, negotiators, attorneys, psychologists, counselors, teachers social workers, nurses and others who seek knowledge about negotiation strategies which have proven effective in every form of conflict. It is appropriate for all levels of participants’ knowledge.
Apply a step-by-step, proven strategy to coming to mutually acceptable agreements.
Distinguish between positions and interests in negotiations.
Distinguish between “hard,” “soft” and “principled” negotiation.
Define the limitations of principled negotiation.
List and explain the four propositions of principled negotiation.
Describe options for negotiating in the face of a power imbalance.
Explain how to handle “dirty tricks” from the “hard bargainer.”
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