
Stone and Heen focus on the receiving side of evaluative conversations — performance reviews, criticism, unsolicited advice. Negotiators spend a lot of energy crafting messages and far less understanding why feedback triggers defensiveness. This book corrects that imbalance.
Chosen by shared topics, the entries that hold them, and the people who recommended both.
The deal is shaped before the table: set up the parties, interests and options first.
Recommended by: Ramit Sethi, Tim Ferriss
A step-by-step approach to business negotiation from Wharton's negotiation workshop.
Patterson et al. address high-stakes conversations where opinions differ and emotions run hot — conditions that describe most negotiations worth having. The STATE model and the concept of the pool of shared meaning give practitioners concrete tools rather than abstract principles.
Recommended by: Stewart Butterfield
From the Harvard Negotiation Project, this examines the negotiations we avoid: performance reviews, relationship ruptures, disagreements about fault. The three-conversation model (what happened, feelings, identity) explains why these go wrong and provides a structure for having them anyway.
Recommended by: Andrew Wilkinson, Ryan Hoover
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