About The Author. James K. Sebenius and Alex Green. Sebenius and Ben Cook. I am sure his contribution for a better understanding of a peaceful environment will last forever. Jeanne Machado, from Brazil. The recent passing of Roger Fisher is a great loss.
That said, his work and the ground-breaking gem, Getting to Yes, will stand as a lasting legacy to inspire further work in dispute resolution around the world.
Amazing-Such a simple workable concept can achieve great positive results. A must read for everyone of all ages! Roger Fisher, a great legendary Peacemaker. Condolences to his family. May he Rest in Peace.
Just read of the passing of Professor Fisher. Certainly for me, the PON is something that enriches both my personal and professional life. I will always keep the Professor in my thoughts when I have the opportunity to Mediate disputes.
Roger Fisher had a big impact on my international business training, consulting and education. Fellow at Harvard-Yenching Institute during and have been following the research ever since.
Click here to cancel reply. Your email address will not be published. Save my name, email, and website in this browser for the next time I comment. The approach is different than how many lawyers used to see the field - an adversarial process involving litigation. Fisher said to his former student to ask the Peruvian president for advice on how he thinks they could solve their problems together.
The emphasis is on litigation, instead of trying to comprehend how the other side feels. He operated at the highest level. In , Fisher released his magnum opus, Getting to Yes , a short treatise on negotiating in a different way. Fisher recognized that the contentious, heels-dug-in style of most negotiators failed because it either failed to get results, or if it did, destroyed a relationship in the process. He asked the simple question: If being a hard-ass is one style and being a softie is another, is there a third, better style?
Yes there is, and Fisher called it Principled Negotiation. While most businesspeople are now aware of the term Best Alternative to a Negotiated Agreement , and most are familiar with the phrase Hard on the issues, soft on the people , very few know that Fisher introduced those concepts in his bestselling book, and even fewer have actually read and applied what he had to teach. How does principled negotiation differ from the traditional kind?
And as we know, of the four kinds of possible relationships , win-win is the only sustainable one over time. There is a third way to negotiate, a way neither hard nor soft, but rather hard and soft. It suggests that you look for mutual gains whenever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will of either side.
The method of principled negotiation shows you how to obtain what you are entitled to and still be decent. It enables you to be fair while protecting you against those who would take advantage of your fairness. If they read this book, all the better. 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 take community interests into account. The first step of the process is to separate the people from the problem. Because it works! People are emotional creatures — you and I included. In order to deal with each other fairly, we must do our best to move from personal attack into the realm of reason and merit, even when our every fiber is telling us to attack.
We fail to understand people. This human aspect of negotiation can be either helpful or disastrous. The process of working out an agreement may produce a psychological commitment to a mutually satisfactory outcome. A working relationship where trust, understanding, respect, and friendship are built up over time can make each new negotiation smoother and more efficient.
On the other hand, people get angry, depressed, fearful, hostile, frustrated, and offended. They have egos that are easily threatened.
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