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The Harvard Negotiation Project was founded at Harvard University in 1979 by Roger Fisher and William Ury, became the Program on Negotiation in 1983, and was directed by James Sebenius by 2008. Its early mission combined theory building, education and a conflict clinic that intervened in real disputes, aiming to show that negotiation is a teachable system rather than a gift for charismatic people. Its framework rests on four factors: people, interests, options and criteria. Negotiators separate the person from the problem, look beneath stated positions to underlying interests, brainstorm options without commitment, and agree on objective criteria such as market data.

The episode traces how the project’s books adjusted to real-world friction. Getting to Yes (1981) assumed rational actors. Getting It Done (1998) addressed leading without formal authority, since deals fail if colleagues will not carry them out. Difficult Conversations (1999) split each hard talk into three: what happened, feelings and identity. Beyond Reason (2006) treated emotions as predictable responses to core concerns such as appreciation, affiliation, autonomy, status and role.

• In the classic lemon example, two people who both want the fruit discover one needs the juice and the other the zest.
• Separating brainstorming from deciding keeps a creative idea from being seized as a concession.
• Objective criteria turn a staring contest into a joint review of a neutral standard, such as a used car’s depreciation rate.
• A colleague confronted over a missed deadline may hear an attack on their identity rather than a scheduling issue.
• Beyond Reason uses emotions as a diagnostic tool to locate the real problem in a stalled negotiation.