Concrete Examples – You’ll get practical advice illustrated with examples of real-world applications or anecdotes. You have got to make the effort to understand even the un-understandable.” -Lakhdar Brahimi, 600 North Bridge Road #10-01, Singapore 188778. Summary of Getting Past No: Negotiating With Difficult People By William Ury Summary written by Conflict Research Consortium Staff Citation: Getting Past No: Negotiating With Difficult People, William Ury, (New York: Bantam Books, 1991). These are my notes which I intend to go back to later. To get unstuck, agree to a process that can be revised, or start negotiating substance in parallel with process. And then there are situations that seem completely hopeless. Don’t ask people to forget the past – encourage them to find value-creating ways to apply its lessons. Negotiating the Impossible Book Description : Some negotiations are easy. They might agree to negotiate what was once nonnegotiable, but only if they see a credible path to resolving the conflict or achieving vital objectives. Negotiate multiple issues simultaneously (not sequentially) to help identify wise trades and to reduce the risk that concessions will not be reciprocated. Negotiating The Impossible PDF. There is a tradeoff between maintaining strategic flexibility and safeguarding credibility. Are there ways to create value? The objective should be agreement, not victory. Negotiating the Impossible by Deepak Malhotra. Hands-on practices help you to reach your goals in negotiations. Includes how to: • Set clear goals and limits • Understand your potential adversary or partner • Use and interpret body language • Deal with difficult people • Close brilliant deals The principle of “nothing is agreed until everything is agreed” can help overcome paralysis by allowing people to make concessions safely. Are constraints tightening or loosening? No business can survive without profitable contracts. I have things up my sleeve. Select the sections that are relevant to you. Whether brokering international accords or an agreement with a child, the object of negotiation is to engage with other human beings in a way that leads to better understandings and agreements. And then there are situations that seem hopeless. Seek commitments that are explicit, unambiguous, public, and personal. Insider’s take – You’ll have the privilege of learning from someone who knows her or his topic inside-out. A large part of my work focuses on negotiation, dealmaking and conflict resolution. you are also more likely to take the steps that can help reshape their perspective to one that may be more amenable to effective and productive deal making. O’Reilly members experience live online training, plus books, videos, and digital content from 200+ publishers. Innovative – You can expect some truly fresh ideas and insights on brand-new products or trends. Build a reputation for rewarding transparency and not exploiting their moments of weakness. Buy Negotiating the Impossible: How to Break Deadlocks and Resolve Ugly Conflicts book on ReadyForShop.com. I F YOU HAVE NEVER faced a difficult deadlock or ugly conflict in your life, consider yourself to be among the lucky few. Synopsis: Negotiating the process astutely can be more important than bargaining hard on the substance of the deal. There will come a time when your only source of leverage in the negotiation will be your credibility. Research Summary. The logic of appropriateness tells us that many of the choices people make are based on how they answer one simple question: What does a person like me do in a situation like this? Consider: (a) whether the other side considers it a breach, (b) how much each side loses, (c) how you will justify walking away, (d) whether they know how to remedy it, and (e) how they can do so without losing face. The owners offered the players a 58% share – but only after they scooped a credit of $2 billion dollars off the top. Harvard professor (and negotiation advisor to organizations around the world) Deepak Malhotra shows how to defuse even the most potentially explosive situations and to find success when things seem impossible. Average customer ratings. They are: Chapter 1: The Power of Framing (Negotiating in the NFL), Chapter 2: Leveraging the Power of Framing (Stalemate over Royalty Rates), Chapter 3: The Logic of Appropriateness (Negotiating in the Shadow of Cancer), Chapter 4: Strategic Ambiguity (US – India Civil Nuclear Agreement), Chapter 5: The Limits of Framing (Charting a Path to War in Iraq), Chapter 6: First-Mover Advantage (The Unbroken Peace Treaty), Chapter 7: The Power of Process (Negotiating the US Constitution), Chapter 8: Leveraging the Power of Process (Reneging on a $10 Million Handshake), Chapter 9: Preserve forward Momentum (Strikes and Lockouts in the NHL), Chapter 10: Stay at the Table (Peacemaking from Vienna to Paris), Chapter 11: The Limits of Process (Trying to End the Vietnam War), Chapter 12: Changing the Rules of Engagement (Negotiating with Your Friends), Chapter 13: The Power of Empathy (Negotiating the Cuban Missile Crisis), Chapter 14: Leveraging the Power of Empathy (Deal Making with a Gun to Our Head), Chapter 15: Yielding (Selling Modernity in Saudi Arabia), Chapter 16: Map Out the Negotiation Space (Negotiating the Louisiana Purchase), Chapter 17: Partners, Not Opponents (Caught in the Crossfire), Chapter 18: Compare the Maps (Lessons in Cartography and Linguistics). 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