Getting to Yes

Jones calls a walkout. His union leader asks why; Jones complains that the foreman keeps picking on him, handing him extra assignments. The union leader asks the foreman why he chooses Jones so much; the foreman says Jones is “the best. I know I can trust him to keep things from fouling up” (19). During a bad flu season, the foreman needs Jones more than usual. He has assumed that Jones appreciated the responsibility.

An insurance company attorney discovers a completely unanticipated problem with a newly implemented state rule that creates unfair conditions for policy holders. She presents her concern to the Commissioner, who lambastes her for impugning his judgment, argues that her company is making plenty of money, and dismisses her.

Negotiators are people; they have unique wants, needs, and biases. Often they misunderstand another’s good intentions and assume they’re under attack. This can set off a chain reaction of recriminations.

Negotiators have two goals—to get what they want and to maintain a good working relationship with the other side. Often, though, issues raised are seen as personal affronts: “Egos tend to become involved” (22). Positions strongly taken can make each side assume the other doesn’t care about the relationship. Any compromise is regarded as a weakness to be exploited.