Coaching practices for Getting to Yes Summary
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Getting to Yes Summary, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- Every time I push for a "yes" the other person tenses up like I’m trying to trap them, and the agreements I do get crumble the moment it’s time to actually commit
- This has turned into a pure contest of who’s more stubborn, and whoever caves first "loses"
- We’re treating this like there’s one pie to fight over and someone has to lose
- I think they’d privately accept what I’m offering, but the way I’ve framed it they’d basically have to admit defeat to say yes
- I tend to drop the whole big request on someone cold, all at once, and they balk
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. - 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 - Insist on objective criteria
Anchor the deal to independent standards — market rates, precedent, expert opinion — not willpower.
Getting to Yes: Principled Negotiation - Invent options for mutual gain
Brainstorm multiple possible deals before deciding, expanding the pie before splitting it.
Getting to Yes: Principled Negotiation - 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. - Frame proposals as "yesable propositions"
Make your proposals easy for the counterpart to say yes to — not easy on your terms, but easy to accept as legitimate.
Principled Negotiation, Made Practical - Elicit a small consistency cue before the main ask
Get a small, genuine agreement or self-description before the main request — people act consistently with what they’ve said.
Pre-Suasion, Made Practical - Lead with tactical empathy
Understand and voice the other side’s perspective before you ever advance your own.
Never Split the Difference, In Practice - Commitment and consistency
Get a small, voluntary commitment first; people then act to stay consistent with it.
Cialdini’s Principles of Influence - 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
Related concerns
- Getting To Yes Fisher Ury
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 For My Teenager
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.
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