Previous
Hard Negotiation
The ultimate goal of any negotiation is to reach a wise agreement. The authors define four criteria that determine whether an agreement is wise or not. First, does it achieve both sides’ interests as much as possible? Secondly, does it create a fair resolution to those of the parties’ interests that directly conflict? Thirdly, will it actually be implemented and last—in other words, is it durable? And finally, does it fairly take into account the interests of other community members and groups whom it may affect? If an agreement is wise, the answer to all these questions should be yes.
Wise Agreement Quotes in Getting to Yes
The Getting to Yes quotes below are all either spoken by Wise Agreement or refer to Wise Agreement. For each quote, you can also see the other terms and themes related to it (each theme is indicated by its own dot and icon, like this one:
).
Chapter 1
Quotes
Any method of negotiation may be fairly judged by three criteria: It should produce a wise agreement if agreement is possible. It should be efficient. And it should improve or at least not damage the relationship between the parties. (A wise agreement can be defined as one that meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable, and takes community interests into account.)
Related Characters:
Related Themes:
Page Number and Citation:
Explanation and Analysis:
Chapter 2
Quotes
Positional bargaining deals with a negotiator's interests both in substance and in a good relationship by trading one off against the other. If what counts in the long run for your company is its relationship with the insurance commissioner, then you will probably let this matter drop. Yet giving in on a substantive point may buy no friendship; it may do nothing more than convince the other side that you can be taken for a ride. Or, if you care more about a favorable solution than being respected or liked by the other side, you can try to extract concessions by holding the relationship hostage. “If you won't go along with me on this point, then so much for you. This will be the last time we meet.” While you may extract a concession this way, this strategy often results in lousy substance and a damaged relationship.
Related Characters:
Related Themes:
Page Number and Citation:
Explanation and Analysis:
Get the entire Getting to Yes LitChart as a printable PDF.
Wise Agreement Term Timeline in Getting to Yes
The timeline below shows where the term Wise Agreement appears in Getting to Yes. The colored dots and icons indicate which themes are associated with that appearance.
Chapter 1: Don’t Bargain Over Positions
...and a customer bargains them down. Effective negotiation strategies have three traits: they lead to wise agreements , they are efficient, and they do not worsen the negotiating parties’ relationship. While positional...
(full context)
...to exhaust their opponents. Ultimately, these factors make negotiations slow, inefficient, and unlikely to produce wise agreements .
(full context)
...in order to arrive at a mutually beneficial agreement. In summary, principled negotiation leads to wise agreements , is more efficient than positional bargaining, and also preserves amicable relationships.
(full context)
Chapter 3: Focus on Interests, Not Positions
...goes to the next room and opens the window there. Under the heading “For a wise solution reconcile interests, not positions,” the authors note that failed negotiations often take this form: people...
(full context)
...among many important factors in their relationship. Sometimes, opposed interests are the source of a wise agreement —like when a shoe-seller wants money and a buyer wants shoes.
(full context)
...people should take a hard negotiating stance toward their interests but not toward their positions. Wise agreements often require both sides to advocate hard for their interests, but doing this effectively requires...
(full context)
Chapter 5: Insist on Using Objective Criteria
...“fairness, efficiency, or scientific merit.” Staying consistent with precedent and common industry practice helps produce wise agreements , build confidence on all sides, and sustain amicable relationships. It also saves a lot...
(full context)
...to be agreed upon by and applied to both sides in order to produce a wise agreement . It is helpful to ask whether the other side would agree to the terms...
(full context)
Chapter 8: What If They Use Dirty Tricks? (Taming the Hard Bargainer)
The rules of negotiating to produce a wise agreement about procedure are the same as the four basic rules of principled negotiation in general....
(full context)
...But negotiators should reflect on whether both sides are genuinely trying to come to a wise agreement . When the other side wants to use stubbornness and deception to their own advantage,...
(full context)
