Fisher and Ury’s approach was basically to systematize problem solving so that negotiating parties could reach a mutually beneficial deal—the getting to “Yes” in the title. Their core assumption was that the emotional brain—that animalistic, unreliable, and irrational beast—could be overcome through a more rational, joint problem-solving mindset. T

We are emotional, irrational beasts who are emotional and irrational in predictable, pattern-filled ways. Using that knowledge is only, well, rational. As you work these tools into your daily life, remember the following powerful lessons: ■All negotiations are defined by a network of subterranean desires and needs. Don’t let yourself be fooled by t

KEY LESSONS Superstar negotiators—real rainmakers—know that a negotiation is a playing field beneath the words, where really getting to a good deal involves detecting and manipulating subtle, nonobvious signals beneath the surface. It is only by visualizing and modifying these sub surface issues that you can craft a great deal and make sure that it

Got it, you say. It’s not about me. We need to persuade from their perspective, not ours. But how? By starting with their most basic wants. In every negotiation, in every agreement, the result comes from someone else’s decision. And sadly, if we believe that we can control or manage others’ decisions with compromise and logic, we’re leaving million