Getting to Yes.

Author:Carr, Rey
Position:Video recording review

Getting to Yes, Video, 1999, LearnCom Inc., $695.

Support: facilitator guide, user guide.

Reports of conflicts around the world fill newspapers and dominate television news programs. Sadly, for the most part, the disputes are perennial, marked by violence and death, and firmly entrenched in the minds of the participants. Even in our own neighborhoods or workplace, conflict is an everyday occurrence.

Managers report that 25-40% of their time is spent resolving workplace conflicts. Municipal officials estimate that 50% of the calls they receive from constituents have to do with conflicts in the community.

Employees typically report that getting along with co-workers is essential to their own sense of well-being in the workplace and often contributes to their decision as to whether to leave their jobs. And conflicts that result in litigation and job termination can be costly, time-consuming, unsatisfying, and not address the root causes.

Conflict is considered a normal and natural part of our lives. It occurs at all levels of our society: between two neighbors arguing about a property line; between two workers in a dispute about how to complete a job; between two corporations vying for patent rights; and between two nations fighting over national boundaries.

Technique for all types of conflict

The size and scope of a conflict can range from small with minor consequences to extremely large with grave and deadly consequences, but, according to Roger Fisher, William Ury, and Bruce Patton in Getting to Yes: The Video Workshop on Negotiation, virtually all conflicts can be successfully resolved by putting into practice five principles.

Based on the highly successful book Getting to Yes: Negotiating Agreement Without GivingIn, this 67-minute video and accompanying facilitator and user guides bring live action to the key principles of successful negotiation. The video details each of the principles and provides examples of individuals dealing with each one.

At the conclusion of each segment, Fisher, Ury, and Patton analyze and discuss the interaction and help the viewer to understand what went right and what went wrong. In some cases, the leaders were actually present during the negotiation and acted as either negotiator, mediator, or coach.

Positions and Interests

The live-action examples are powerful tools for understanding not only the concepts but also the skills needed to apply them. For example, one of the most important principles of the...

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