El Poder De Un No Positivo – William Ury UNIVERSIDAD DE MILLONARIOS: LIBRO EBOOK GRATIS EN PDF DE ‘FOCUS, DESARROLLAR LA ATENCIÓN. El Poder De Un No Positivo/ the Power of a Positive No: Como Decir No Y Sin Embargo Llegar Al Si/ How to Say No and Still Get to Yes. The Paperback of the El poder de un no positivo by William Ury at Barnes & Noble. FREE Shipping on $ or more!.

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A world-renowned negotiator, mediator, and bestselling author, William Positigo directs the Global Negotiation Project at Harvard University. Over the last thirty years he has helped millions of people, hundreds of organizations, and numerous countries at war reach satisfying agreements.

Overview Breaking Through Barriers to Cooperation Diplomacy is the art of letting someone else have your way.

Much of our time is spent trying to reach agreement with others. We may positvio to negotiate in a cooperative spirit but frequently we find ourselves frustrated.

We want to get to yes, but often the answer we get back is NO. Think posjtivo a typical day: Over breakfast you may get into an argument with your spouse about buying a new car. You think it’s time, but your spouse says, “Don’t be ridiculous!

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You know we can’t afford it right now. You present a carefully prepared proposal for a new project, but your boss interrupts you after a minute and says: You have trumpeted the deal to your associates and made the necessary arrangements with manufacturing.

But your client tells you: My boss refuses to okay the purchase unless you give us a fifteen percent discount. Exasperated, you say, “Get off the phone. All william friends have them! Under stress, even nice, reasonable people can turn into angry, intractable opponents. Negotiations can bog down or break down, consuming our time, keeping us awake at night, and giving us ulcers. Broadly defined, negotiation is the process of back-and-forth communication aimed at reaching agreement with others when some of your interests are shared and some are jry.

Negotiation is not limited to the activity of formally sitting across a table discussing a contentious issue; it is the informal activity you engage in whenever you positivoo to get something you want from another person. Think for a moment about how you make important decisions in your np decisions that have the greatest impact on your performance at work and your satisfaction at home.

How many of those decisions can you make unilaterally and how many do you have to reach with others—through negotiation? Most people I ask this question answer: It is also increasingly the most important means of making decisions in the public arena.

Even if we aren’t personally sitting at the table, our lives posktivo affected by the outcome of negotiations. When talks between the school board and teachers’ union break down and the teachers go on strike, our children end up staying home from school. When negotiations between our business and a potential purchaser fall through and the business goes bankrupt, we may lose our jobs. When discussions between our government and nno adversaries come to naught, the result may be war.


In sum, negotiations shape our lives. Joint Problem-Solving We may all be negotiators, yet many of us don’t like to negotiate. We see negotiation as stressful confrontation.

We see ourselves faced with an unpleasant choice. If we are “soft” in order to preserve the relationship, we end up giving up our position. If we are “hard” in order to win our position, we strain the relationship or perhaps lose it altogether. There is an alternative: It is neither exclusively soft ppsitivo hard, but a combination of each. It is soft on wjlliam people, hard on the problem.

Instead of attacking each other, you jointly attack the problem. Instead ufy glowering across the table, you sit next to each other facing your common urh. In short, you turn face-to-face confrontation into side-by-side problem-solving. This is the kind of negotiation Roger Fisher and I described more than a decade ago in our book Getting to Yes. Joint problem-solving revolves around interests instead of positions. You begin by identifying each side’s interests—the concerns, needs, fears, and desires that underlie and motivate your opposing positions.

Positvo then explore different options for meeting those interests. Your goal is to reach a mutually satisfactory agreement in an efficient and amicable fashion.

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If wwilliam are looking for a promotion and raise, for example, and your boss says there’s no money in the budget, the negotiation doesn’t stop there. It becomes an exercise in joint problem-solving. Your boss inquires about your interests, which may be to pay your children’s tuition and to grow in your job.

You brainstorm together about how to satisfy these interests while staying within the budget. You may end up agreeing on a new set of responsibilities, a tuition loan from the company, and the promise of a raise next year to pay back the loan. Your basic interests are satisfied; so are your employer’s.

Joint problem-solving can generate better results for both sides. It saves time and energy by cutting out the posturing. And it usually leads to better working relationships and to mutual benefit in the future.

Five Barriers to Cooperation Skeptics are quick to point out that all this is easy to say, but hard to do. The principles of joint problem-solving, they say, are like marriage vows of mutual support and fidelity: They no doubt produce more satisfying relationships, but they are hard to apply in the real world of stresses and strains, temptations and tempests.

At the start, you may try to get your opponent to tackle the problem jointly, but instead you may find yourselves in a face-to-face confrontation. It is all too easy to get drawn into a ferocious emotional battle, to fall back into the familiar routine of adopting rigid positions, or to let the other side take advantage of you.

There are real-world barriers that get in the way of cooperation. The five most common ones are: The first barrier lies within you.

Human beings are reaction machines. When you’re under stress, or when you encounter a NO, or feel you are being attacked, you naturally feel like striking back. Usually this just penetrates the action-reaction cycle that leaves both sides losers. Or, alternatively, you may react by impulsively giving in just to end the negotiation and preserve the relationship.


You lose and, having demonstrated your weakness, you expose yourself to exploitation by others.

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The problem you thus face in negotiation is not only the other side’s difficult behavior but your own reaction, which can easily perpetuate that behavior. The next barrier is the other side’s negative emotions. Behind their attacks may lie postiivo and hostility.

Behind their rigid positions may lie fear and distrust. Convinced they are right and you are wrong, they may refuse to listen. Seeing the world as eat-or-be-eaten, they may feel justified in using nasty tactics.

In joint problem-solving, you face the problem and attack it together.

The barrier in the way is the other side’s positional behavior: Often they know bo other way to negotiate. They are merely using the conventional negotiating tactics they first learned in the sandbox. In their eyes, the only alternative is for them to give in—and they certainly don’t want to do that.

Your goal may be to reach a mutually satisfactory agreement, but you may find the other side not at all interested in such an outcome. They may not see how it will benefit them. Even if you can satisfy their interests, they may fear losing face if they have to back down. And if it is your idea, they may on it for that reason alone. Finally, if the other side sees rl negotiation as a win-lose proposition, they will be determined to beat you.

They may be guided by the precept “What’s mine is mine. What’s yours is negotiable. Getting past no requires breaking through each of these five barriers to cooperation: It is easy to believe that stonewalling, attacks, and tricks are just part of the other side’s basic nature, and that there is little you can do to change such difficult behavior.

But you can affect this behavior if you can deal successfully ek its underlying motivations. The Breakthrough Strategy This book lays out a five-step strategy for breaking through each of these five-barriers—the strategy of breakthrough negotiation. An analogy from sailing will help explain this strategy. In sailing, you rarely if ever get to your destination by heading straight for it. In between you and your goal are strong winds and tides, reefs and shoals, not to speak of storms and squalls.

To get where you want to go, you need to tack—to zigzag your way toward your destination. The same is true in the world of negotiation. Your desired destination is a qilliam satisfactory agreement. The direct route—focusing first on interests and then developing options that satisfy those interests—seems straightforward and easy.


But in the real world of strong reactions and emotions, rigid positions, powerful dissatisfactions and aggressions, you often cannot get to a mutually satisfactory agreement by the direct route. Instead, you need to navigate past no by tracking—taking an indirect route. The essence of positiv breakthrough strategy is indirect action.