Coaching practices for Getting to Yes Principled Negotiation for My Teenager
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Getting to Yes Principled Negotiation for My Teenager, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- We’re treating this like there’s one pie to fight over and someone has to lose
- Every conversation with my kid about their behavior turns into me laying down the law and them digging in, and I want a way to actually talk it through together
- Every time I push on the actual issue it lands as a personal attack and we both get defensive
- The second they push back I either cave completely or harden into all-or-nothing, because I walked in without ever deciding what I could actually live with
- This has turned into a pure contest of who’s more stubborn, and whoever caves first "loses"
Practices that may help
- Getting to Yes: Principled Negotiation
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol. - Principled Negotiation, Made Practical
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball. - Invent options for mutual gain
Brainstorm multiple possible deals before deciding, expanding the pie before splitting it.
Getting to Yes: Principled Negotiation - Use Plan B: the three-step collaborative conversation
Empathize with the child’s concern, share yours, and invite them to solve it together.
Collaborative Problem Solving (Ross Greene) - Separate the people from the problem
Be hard on the problem, soft on the people — attack the issue, not each other.
Getting to Yes: Principled Negotiation - Negotiate: know your minimum and be willing to give and take
Decide in advance what you are willing to accept short of your full ask, and be ready to offer something in exchange.
DEAR MAN: DBT’s Skill for Asking for What You Want Effectively - Insist on objective criteria
Anchor the deal to independent standards — market rates, precedent, expert opinion — not willpower.
Getting to Yes: Principled Negotiation - Get to “No”, not “Yes”
Ask questions that invite a safe “No” so the other side feels in control.
Never Split the Difference, In Practice - Negotiation jujitsu
When they attack your position, don’t push back — redirect the force toward the problem.
Getting to Yes: Principled Negotiation - Evaluate solutions for durability: realistic, mutually satisfying, safe
A collaborative solution that fails one of three tests — realistic, mutually satisfying, safe — will not hold.
Collaborative Problem Solving (Ross Greene)
Related concerns
- Getting To Yes Principled Negotiation As A Parent
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Principled Negotiation Under Stress
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Principled Negotiation When Overwhelmed
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Method
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Principled Negotiation After A Setback
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Principled Negotiation At Work
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
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