Fans pick 100 books like The Art of Negotiation

Bill Ury was one of the authors of the most important book in the negotiation field – Getting to Yes written more than 30 years ago. It challenged the win-lose model of negotiation that prevailed at the time. Bill and his partners Roger Fisher and Bruce Patton made it clear that we not only need to get agreement, when one is possible given the underlying interests of the parties, we also need to know how to defend our own interests in the face of inside and outside pressure. 

One of the reviewers of The Power of a Positive No said that the book “has the power to transform our lives by enabling us to say Yes to what counts – our own needs and values.” I’ve watched him in action; Bill’s three-step method works. First, you say what you really need. Then, you say no to proposals that don’t meet… show more.

Susan has helped a lot of people come together to work out their differences and achieve a common goal, even in the face of deeply-held conflicting values. She calls the kinds of processes she helps to design: civic fusion. Because she is a skilled mediator who has worked in all kinds of situations in many places, she is able to explain and illustrate how adding a “neutral” facilitator can overcome fundamental obstacles to agreement. The cases that she talks about, like a city that has gone bankrupt, thrown out its elected leaders and had to write a new charter to redefine the kind of democracy it wanted to be, actually pulled that off. 

She played a role in bringing together pro-life and pro-choice leaders for a private dialogue in which they were able to find common ground. Passion, power and conflict generate energy; Susan describes ways of channeling that energy… show more.

Doug and Sheila start with the assumption that we all want to learn and grow, but at the same time, we also want to be accepted just as we are. That means, we don’t want to be on the receiving end of evaluations, advice, criticism, or coaching that highlight our flaws. Most of us believe that feedback is essential for ensuring healthy relationships and ensuring our professional development, but as they point out, “we dread it and often dismiss it.” They see feedback as a step in the larger process of negotiation. When I try to convince you of something, I need to offer not just a demand, but an argument or evidence that makes sense to you and backs up what I’m saying.

Doug and Sheila have suggestions for how to avoid the traps (“triggers,” they call them) that get in the way of our accepting or even seeking… show more.

Bill Isaacs offers a pioneering approach to communicating in business and in life. His book starts with the assumption that people don’t know how to talk in a way that will make it easier for them to work together with others to solve shared problems. His company, DIAlogos, has organized dialogues in a wide variety of public and private settings. In the book, his discussion of “the architecture of the invisible” makes clear why better communication begins with listening, respect, suspending our own opinions, and finding our voice. I’m particularly taken with his discussion of how we can “cultivate organizational and system dialogue.” He also has some important ideas about how we can return to civility in our public discourse in the current time when “Red” and “Blue” have forgotten how to communicate at all. 

I love this book because his techniques are so practical and easy to use.

I re-read his book when I was in the middle of a difficult business negotiation over Zoom and email and followed his directions step by step. This led to a positive outcome for both of us.

He makes sure that you are very clear on what is essential for you, enables you to figure out the sometimes hidden motivations of the other person, and guides you through on what to say and do next. I will go through it again the next time I am preparing a negotiation.

I am recommending this book because Ury turns the mirror on negotiators and gets them to look at themselves and why they do what they do at the negotiating table. This is critically important because I believe half our problems in negotiation are with the other party and the other half are within us. Ury gets people to really take this very seriously and to look in a place most ignore.

It’s not either/or: You can get a good deal and improve your relationship with the other side, at the same time. I loved Getting to Yes when I first read it in Roger Fisher’s law school class, and I still love it today, because it taught me I could solve difficult problems or deal with difficult people, and do it in a principled way. Whether it is a transaction for a Fortune 500 company, negotiating for a raise, or working on an international boundary dispute, the concepts and tools are the same, and they don’t start by requiring the other side to lose. Whether you are a negotiation expert, or just starting out, start here.

I got this book when I was in law school and found it to be filled with insights that I never expected nor got anywhere else. It must be good because it’s on its 8th edition now! However, I should warn you that it’s dense (over 600 pages) and designed for students. But for the reader who wants to become a serious professional negotiator, this is the book I keep referring back to. This is for the person who wants a really deep dive into the subject of negotiations. It covers every aspect from psychology to economics to closing the deal. 

This is a follow-up book to the famous Getting to Yes. In Getting Past No, the author addresses the issues of dealing with more difficult people and difficult situations. He spells out a 5-step method with details of how to implement each simple tactic: Don’t React, Don’t Argue, Don’t Reject, Don’t Push, and Don’t Escalate. Of course, each of these chapters has a dozen techniques and principles within it which gives even the least experienced negotiator some good ideas as to how to proceed. He emphasizes the importance of preparation and includes a worksheet to help with that. Experience tells me he’s right!

When I read this book for the first time, my reaction was “wow.”

Professor Rousseau helped me to appreciate that everything (really, everything!) related to work was malleable and negotiable. We can all be more proactive in co-designing our own work arrangements, so that we can be happier people and deliver better value to our families, employers, and communities.

I say “negotiable” but the book is not motivated by self-interest. The book focuses on idiosyncratic deals that help employees to leverage their unique strengths, so that everyone (including managers and coworkers) benefit from employee i-deals.

Professor Rousseau’s recommendations are firmly anchored in empirical evidence, so her advice to employees is spot-on.