Objective criteria lacks biased and as such the interests of both parties is likely to be taken into consideration. A subjective criterion does not have this quality and as such it has no place in the negotiation process. Overall this section of the book reflects a clear picture of the attitudes and methods that need to be adopted during the negotiation process. In this section the authors remind the reader that negotiation is a serious skill that has to be developed and examined from many different angles. In addition this section provides the structure needed to ensure that a wise agreement can be reached between the parties.

Alternatives to Negotiation agreement

After negotiations have taken place, there are still issues that might have to be resolved. In some cases parties have to develop an alternative to the negotiated agreement. Although the ultimate goal of negotiations is the development of a wise agreement, there are times when such agreements do not work because of internal or external circumstances. For instance, companies may have made a wise agreement prior to an economic downturn. As a result of the downturn the agreement is no longer viable. In many cases businesses understand how volatile the economy can be and as such they will create alternative agreements. According to the authors, such agreement should be based on the concept of Best Alternative to Negotiated Agreement (BATNA). Such alternatives take into consideration everything that is occurring and create a new agreement that has many of the qualities of the negotiated agreement. BATNA is important because it ensures that the parties still have in place some type of solution to the dilemma that is being confronted.

In this section of the book the author also explains that there are times when the other party in a negotiation will not want to pursue alternative agreements. When this is the case, persistence is needed and a great deal of

According to the authors in order to get the other party to pursue alternatives, the position of the other party cannot be attacked; instead the party wanting to further negotiate should place their own position under scrutiny. In so doing the other party will be less defensive and more apt to negotiate.
Also when developing alternatives, the authors insists that there must be established some rules for the development of an alternative agreement. Such rules limit the possibility that the parties can be deceitful toward one another. Ii is important that each part know the rules and follow them. Each party should also be aware of the tactics that can be used to maintain power and control over the situation. Once these are understood parties can elude such tactics and develop alternative agreements.

Overall this aspect of the book reiterates the idea that negotiation can be a long process that does not end with the negotiated agreement. This aspect of the book also makes it clear that there are occasion that are beyond the control of the parties that create the need for alternative agreement. In addition this section of the book explains what steps can be taken to ensure that the best possible alternative can be reached.

Discussion and Conclusion

Getting to Yes: Negotiating Agreement Without Giving in by Roger Fisher, William Ury and Bruce Patton provides a great deal of insight into the process of negotiation. Although the book seems to be geared toward negotiations between organizations, the information contained in this book can be adapted to any setting in with negotiation is necessary. The authors thoroughly explain each aspect of the negotiation process and provide tips on exactly aw to negotiate so that a wise agreement can be reached. This is a well-written book that would be of benefit to anyone who is routinely involved in negotiations or mediation.

Bibliography

Fisher, R., Ury W., Patton B. Getting to Yes: Negotiating Agreement Without Giving in. Houghton Mifflin Harcourt, 1991