In their revolutionary book Getting to Yes: Negotiating Agreement Without Giving In (Penguin, 3rd edition, 2011), Roger Fisher, William Ury, and Bruce Patton introduced negotiators everywhere to the power of mutual-gains—or integrative—negotiation. Decades later, their framework remains one of the most widely used approaches in business negotiation, workplace conflict resolution, and international diplomacy.
Their central insight still feels refreshingly practical: negotiators don’t have to choose between waging a strictly competitive, win-lose battle or giving in simply to avoid conflict.
Rather, they argued, bargainers can and should look for negotiation strategies that can help both sides get more of what they want. By listening closely to each other, treating each other fairly, and jointly exploring options to increase value, negotiators can find ways of getting to yes that reduce the need to rely on hard-bargaining tactics and unnecessary concessions.
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What Is the Getting to Yes Method?
In simple terms, the Getting to Yes method helps negotiators:
- Focus on solving problems rather than defeating opponents
- Identify underlying interests instead of fighting over positions
- Create options that benefit both sides
- Use objective standards to reach fair outcomes
The following principles remain essential tools for negotiators in business, workplace, and everyday negotiations today.
1. Separate the people from the problem.
Negotiations often become personal faster than we realize. Our counterparts bring emotions, values, experiences, and pressures that influence how they act at the table.
When conflict arises, Fisher, Ury, and Patton argue we must deal directly with the “people problem” rather than trying to smooth it over with concessions.
That begins with perspective-taking.
Try to imagine the situation from the other side’s viewpoint. If someone refuses to move from a hardline position, ask how they see the situation unfolding. Exploring perceptions openly—and resisting the urge to blame—often defuses tension before it derails talks.
Today’s negotiators also benefit from:
- Acknowledging emotions openly but calmly
- Practicing active listening
- Clarifying misunderstandings early
- Separating intent from impact
When people feel heard, they’re more willing to work on solutions.
2. Focus on Interests, Not Positions.
Negotiations typically start with positions:
“I won’t sell.”
“We need a 10% raise.”
“That deadline is nonnegotiable.”
But positions tend to lock people into corners.
The key to getting unstuck is identifying the interests beneath those positions. For example:
A homeowner saying, “I won’t allow development,” may actually be concerned about noise, neighborhood character, or property value
.
Ask questions like:
- Why is this important to you?
- What problem are you trying to solve?
- What concerns would need addressing for progress?
By sharing your own interests as well, you create room for tradeoffs across issues—often revealing solutions neither side initially considered.
3. Learn to Manage Emotions.
Strong emotions frequently surface in negotiations involving money, identity, or workplace status. Suppressing emotions rarely helps; unmanaged emotions derail discussions.
Fisher and his coauthors emphasize giving both sides opportunities to express concerns and frustrations constructively. As they note, people freed from unexpressed emotions are more likely to work on the problem.
One labor-management group even adopted the rule that only one person could get angry at a time—a surprisingly effective way to prevent escalation.
Modern negotiation training also emphasizes:
- Taking breaks when discussions grow heated
- Naming emotions without accusation
- Refocusing conversation on shared goals
When people know they’ll be heard, they listen more in return.
4. Express Appreciation.
Roger Fisher consistently stressed that appreciation can break through impasse. Few things derail negotiations faster than feeling dismissed or undervalued.
In Beyond Reason, Fisher and Dan Shapiro explain that appreciation means:
- Seeking to understand the other person’s perspective
- Recognizing merit where it exists
- Communicating that understanding through words and actions
Appreciation doesn’t mean agreement—it simply signals respect. And respect lowers defenses, making collaboration possible.
5. Put a Positive Spin on Your Message
How something is said often matters as much as what is said.
Blame and criticism usually trigger defensiveness. Speaking personally and constructively keeps discussions productive.
Instead of saying:
“Everyone thinks you’re not pulling your weight,”
try:
“I’ve noticed your recent work seems below your usual standards. Is something getting in the way?”
Speaking for yourself keeps conversations focused on solutions rather than personal attacks.
6. Escape the Cycle of Action and Reaction
A common negotiation trap is escalation through reaction:
They take a hard stance → you push back.
They criticize → you defend.
They pressure → you resist harder.
Fisher, Ury, and Patton call the alternative negotiation jujitsu: refusing to react in kind and instead redirecting conversation toward problem solving.
Instead of counterattacking, try:
- Asking clarifying questions
- Refocusing on interests
- Generating mutual-gain options
- Turning to objective standards
Breaking the reaction cycle helps negotiations move forward rather than spiral into conflict.
Why Getting to Yes Still Matters Today
Whether negotiating salaries, vendor contracts, partnerships, or workplace conflicts, the principles of mutual-gains negotiation remain highly practical.
In an era of hybrid workplaces, global teams, and digital negotiations, the need to build trust, manage emotion, and create shared value has only grown.
Negotiation is not just about winning—it’s about reaching agreements people can live with and uphold.
What methods have helped in you getting to yes?
Claim your FREE copy: Negotiation Skills
Build powerful negotiation skills and become a better dealmaker and leader. Download our FREE special report, Negotiation Skills: Negotiation Strategies and Negotiation Techniques to Help You Become a Better Negotiator, from the Program on Negotiation at Harvard Law School.
Based on your summary, you’ve covered many of the key principles from “Getting to Yes” by Fisher, Ury, and Patton. However, there are a couple of additional core concepts from the book that are worth mentioning:
7. Invent Options for Mutual Gain: This principle emphasizes the importance of creativity in negotiations. Rather than sticking to a fixed position, the idea is to brainstorm a wide range of possibilities that could satisfy both parties’ interests. This can lead to solutions that weren’t initially apparent and can provide win-win outcomes.
8. Insist on Using Objective Criteria: In negotiations, it’s beneficial to base decisions on objective, independent standards rather than on power, pressure, or subjective opinions. This could include market value, legal precedent, expert opinion, or other forms of external, objective data. Using such criteria can make negotiations more fair and amicable.
The thing that has really helped my negotiation skill has been to ask, “Why would my counterpart accept this proposal?”
Not only has this helped to achieve more objectives, but it has also benefitted my empathy towards the other party’s situation.
Thanks for all your good work–and sharing it so openly. I’m not sure if there’s a name for this, but I use a technique that seems very helpful when I’m helping groups negotiate agreements–that is, starting with testing simple agreements and then moving progressively toward the more challenging agreements. That might be starting with “So I’m hearing that we all believe that we need to resolve this issue. Is that right?” I find that it’s helpful because it points out that we do agree on some things and we’re making progress and moving forward toward resolution. It’s also helpful because it helps me understand where the point of divergence and convergence is, so I can focus the negotiation more clearly.
Thank you for sharing this summary. It has answered my questions. One of my questions was that why I was 100% successful in some negotiation, and I was not successful in others? My perception was that the problems come from counterparts. However, after reading this summery, I understand that the problem is about me. I have learned that I am the Hard Negotiator. So, when I am dealing with Soft Negotiator, I am the winner. Otherwise, when I am dealing with Hard Negotiator, I am not able to reach to my goals. In addition, I have learned Negotiation is the skill that I should practice it to improve that. Finally, this learning process taught me that the Principled Negotiator have practiced the skills and prepare for the meeting before that.
Your website states “Roger Fisher, William Ury, and Bruce Patton introduced the world to the possibilities of mutual-gains negotiation, or integrative negotiation.”
Back in 1965 Walton and McKersie’s pioneering study Behavioral Theory of Labor Negotiations clearly articulated what they called “integrative bargaining” with tactics such as mutual agreement on the problem, mutual exchange of information, mutual trust and search for the best alternative. Sound familiar? Getting to Yes did not acknowledge Walton and McKersie’s book although every book I have every read on collective bargaining does. Getting to Yes uses the phrase “be soft on the people and hard on the problem.” As an example, Walton and McKersie quoted M. Gandhi: be hard on the antagonism and soft on the antagonist.
Thank you for teaching required skills to negotiate in a difficult situatio.
Thank you for a good summary reminder of the key interaction approaches, given in the book, ” Getting to Yes”. It is a wonderfully useful book which every intelligent human being should read in his/her life time…and practise its mentioned golden principles of negotiation…
It has been extremely useful visit of your website and i have learned how to be a successful negotiator in a critical situation being an administrator in civil administration