Title: Beyond Reason: Using Emotions As You Negotiate
Authors: Fisher, Roger; Shapiro, Daniel
Call Number: 302.3 F535B 2005
Subjects: Negotiation; Emotions
Number of Pages: 246
ISBN: 9780670034505
Book Description
(from the inside flap):
In Beyond
Reason, you will discover five “core concerns” that motivate people:
appreciation, affiliation, autonomy, status, and role. You will learn how to
use these core concerns to generate helpful emotions in yourself and in others.
Armed with this knowledge, you can gauge the needs of another negotiator, set
the emotional tone of discussion, and reach a mutually acceptable agreement.
Beyond
Reason clarifies the complicated, “fuzzy” world of emotions and offers
straightforward, practical advice. It builds on previous work of the Harvard
Negotiation Project, the group that brought you the groundbreaking book Getting
to YES. Here, world-renowned negotiator Roger Fisher teams up with psychologist
Daniel Shapiro, an expert on the emotional dimension of negotiation. They show
you how to employ emotions to turn a disagreement-big or small, professional or
personal-into an opportunity for mutual gain.
Fresh,
insightful, and relevant to any interaction, Beyond Reason is certain to become
a lasting classic for dealing with anyone form family and friends to
colleagues, customers, and employees.
My Read:
The chapter
and the part I appreciate the most coming from the book is Chapter 10: On Using
Account by Jamil Mahuad, Former President of Ecuador. The centuries-old conflict
between the two countries, Peru
and Ecuador,
is finally amended by two wise leaders, Alberto Fujimori , President of Peru,
and Jamil Mahuad, President of Ecuador. Just like any good nonfiction book I
have read, this chapter serves as a case study recounting a true event taken
place in human history. I so enjoyed perusing this chapter and appreciated the
magic moment permeating through the image the newspaper headline picture had
caught.
President of Ecuador-Left and President of Peru-Right |
In the
Conclusion Chapter the authors ask: If we disagree with someone, how can we
interact in ways that stimulate positive emotions in both of us? Upon answering
this critical question, the authors advise that first one has to take the
initiative. Instead of passively waiting and reacting, one had better to
prepare an emergency plan to be proactive and ready for any emotions to happen
then one would address the concerns not the emotion. It’s like taking away the
fuel to avoid the fire being further sparking or burning.
Following
the single important question, the authors reinforce the five core concerns
that each occupies a full chapter to be discussed and be fully explained. The
five core concerns are(from page 204)
1-
Express Appreciation: Feeling unappreciated puts
people down. We can appreciate others by understanding their point of view;
finding merits in what they think, feel, or do; and communicating our
understanding through words or action. We can appreciate ourselves, too.
2-
Build Affiliation: Rather than having each
negotiator feel alone and disconnected, we can try to build structural
connections (the roles that place us in a common group) as colleagues and
personal connection as confidants.
3-
Respect Autonomy: Recognize that everyone wants
freedom to affect or make a great many decision. We can expand our autonomy and
avoid impinging upon theirs.
4-
Acknowledge Status: No one likes to feel
demeaned. Rather than compete with others over who has the higher social
status, we can acknowledge everyone’s areas of particular status, including our
own.
5-
Choose a Fulfilling role: An unfulfilling role
leaves us feeling trivialized and unengaged Yet we are free to choose roles
that help us and others work together. And we can expand the activities within
any role to make them fulfilling.
Notes I took from reading this book:
-The assumption that the one with whom you are negotiating
is an adversary dominates a great negotiations And that assumption typically
prevents everyone form doing as well as they might. Page 53 Assumption truly
could stampede people’s efforts and time to make ends met and it could cause
plenty of misunderstanding that sabotage a great deal of relationships.
-Wise decisions involve both your head and your gut. Page 68
And when you are checking with your gut or your intuition to learn how
something would feel to you, you may need to be careful not to substitute
someone else’s presumed
feeling for your own. Page 71 Here the authors restate the importance of not
assuming things or situations or feelings.
-