Difference between revisions of "Getting to Yes"
(Created page with "A classic example from Getting to Yes, a book that is based on the work of the Harvard Negotiation Project. From: [http://www-personal.umich.edu/~rtanter/getting.html http:/...") |
m |
||
| Line 1: | Line 1: | ||
| − | A classic example from Getting to Yes, a book that is based on the work of the Harvard Negotiation Project. | + | A classic example from [http://en.wikipedia.org/wiki/Getting_to_YES Getting to Yes], a book that is based on the work of the Harvard Negotiation Project. |
From: [http://www-personal.umich.edu/~rtanter/getting.html http://www-personal.umich.edu/~rtanter/getting.html] | From: [http://www-personal.umich.edu/~rtanter/getting.html http://www-personal.umich.edu/~rtanter/getting.html] | ||
Latest revision as of 13:44, 1 January 2021
A classic example from Getting to Yes, a book that is based on the work of the Harvard Negotiation Project.
From: http://www-personal.umich.edu/~rtanter/getting.html
Consider the story of two men quarreling in a library. One wants the window open and the other wants it closed. They bicker back and forth about how much to leave it open: a crack, halfway, three quarters of the way. No solution satisfies them both. Enter the librarian. She asks why he wants the window open: To get fresh air. She asks the other why he wants it closed: To avoid the draft. After thinking a minute, she opens wide a window in the next room, bringing in fresh air without a draft.
While the parties concentrated on their positions they could not come to a satisfactory solution. When the librarian concentrated on the parties interests and not positions, she was able to offer a much more acceptable solution.
