Forward Momentum: Delivering Results

By Brian Egan, PMP

Getting Past No – Negotiations in Difficult Situations by William Ury, Bantom Books, 2007, is the sequel to Getting to Yes (Fisher and Ury, 1981).

First published in 1991, ten years after Getting to Yes, this book continues the argument in favor of principled negotiations by addressing roadblocks to principled negotiations that have been encountered over the years.

Like its predecessor, Getting Past No remains a best seller, many years after it was first published. It is one of the rare gems of management literature. The book is short, easy to read and packed with helpful ideas.

Read it second

While Getting Past No can be read on its own, I would recommend reading it after Getting to Yes (see Getting to Yes). Past No assumes that the reader is firmly grounded in the terminology and perspectives outlined in To Yes and then takes the reader further into the techniques needed to overcome obstacles.

Principled negotiations – good in principle

In Getting to Yes the authors introduced principled negotiations in which the standard positional style of negotiation is abandoned in favor of a more problem solving style.

However it is easier said than done. Negotiating with reasonable people is easy. It is unreasonable people that are tricky to deal with. Wanting everyone to be problem solvers will not make them so.

How can people whose experience is rooted in traditional, adversarial style of negotiations be convinced to negotiate on the basis of principles? That is the question answered by Getting Past No. And it is a long answer.

Attack the issues not the people

Getting Past No focuses on how to deal with unreasonable people. It explains how to circumvent everyone’s natural tendency towards becoming emotional, narrow minded and combative.

In short the message is to not give up. Even in the face of unreasonable, narrow minded behavior don’t fall into the same trap yourself. Insist on principles. Be reasonable while standing firm to your ideals. The other side can either give in or give up.

Easy Read

The book is short, well written and has lots of examples. While not quite as universally applicable as Getting to Yes, Getting Past No will have resonance for anyone who understands the need to preserve relationships at the same time that you negotiate price.

By Brian Egan, PMP

Very few non-fiction books are being read 30 years after they were first published.  Getting to Yes is the exception.  First published in 1981 by Roger Fisher and William Ury, Getting to Yes – Negotiating Agreement Without Giving In is a classic of management literature. Every manager should be forced to read it.

The book is easy to read, filled with clever examples and completely relevant to today’s business world.

A Different Look at Negotiations

This is the book that introduced the concept of negotiations as collaborations, not confrontations. The authors coined the term ‘win-win’ with regards to negotiations rather than ‘winner take all’.

The authors argue that the best outcomes (settlement or agreements) are achieved when people negotiate on the basis of general objectives (principles) rather than specific demands (positions).

The book describes how to negotiate an agreement without starting with pre-defined expectations (demands or positions). They suggest it is more productive, faster, and less stressful to use a strategic approach, which they call ‘principled negotiations’.

Instinct is Confrontational

To appreciate the unique qualities of principled negotiations you must first recognize that most negotiations are not debate about general outcomes. Instead they are arguments around established positions. These positions are demands that one side or the other feels they deserve.

Negotiators typically prepare by deciding what they want out of the deal (positions) and then come up with reasons why their demands are justified. During negotiations they use their initial positions as a measure of success no matter how arbitrarily these demands were established.

Playground Politics

Instinctive, position-based negotiations are adversarial. Rather than collaborating towards a fair solution, people compete. If you are bigger and stronger, then you demand whatever you want. If you do not have a natural advantage then you use tricks to get what you want.

Position-based negotiations encourage secrecy and strategy. As a result the process typically alienates the two parties rather than bringing them together.

Fear Rather Than Trust

A confrontational approach means that no one wants to give in or give anything up (relative to their original position) for fear of being taken advantage of. As a consequence, potential agreements are missed because of a lack of open dialogue.

Adult Negotiations

Fisher and Ury argue that there is another, better way to negotiate.

Why not start negotiations with an open discussion that provides each side with the opportunity to outline their needs, desires and concerns? In other words, have the parties explain what they need and want out of the agreement instead of beginning the discussion with hardened positions.

It is great advice.

Quick Read

Anyone who would like to become a better, more productive negotiator would benefit from the book.

The practice of principled negotiations has the potential to solve quarrels and reduce conflict. I recommend it and Getting to Yes to everyone.

By: Brian Egan

I have been doing research on the subject of project procurement management and ventured onto the PMI website to look for reference materials.  There were surprisingly few books available, considering how important procurement activities are to project success.

A set of three books that seemed particularly relevant were written by Margaret Gilbert.

• Contract Matters – A practical guide to the contractual process;
• Contract Matters – A practical guide for suppliers; and
• Contract Matters – Negotiation.

What I liked

These books are short and to the point.  Gilbert is obviously an experienced contract manager.  Her knowledge of the nuances of developing relationships with suppliers is evident in the tips and emphases included in her notes and examples.

There are very good examples of SOW’s and contract terms and conditions.  Gilbert has packed a lot of material into three short books.

The writing style is very efficient.  No long winded paragraphs, just quick points and lots of examples.

The format of the book is more like a PowerPoint presentation than a text book.

Each book could be read in a day.

What I Did Not Like

The writing is awkward.  The author must not speak English as a first language and no one who does has edited the material.  As a result there are a lot of strange sentences and references which makes the text harder to understand than necessary.

Overall

Anyone who wants a quick snapshot of contract management from the perspective of an experienced professional will benefit from these books.  However, I would look for them in a local library before purchasing.  The writing style and format are not for everyone.