100 Books Like Civic Fusion

Bill Ury was one of the authors of the most important book in the negotiation field – Getting to Yes written more than 30 years ago. It challenged the win-lose model of negotiation that prevailed at the time. Bill and his partners Roger Fisher and Bruce Patton made it clear that we not only need to get agreement, when one is possible given the underlying interests of the parties, we also need to know how to defend our own interests in the face of inside and outside pressure. 

One of the reviewers of The Power of a Positive No said that the book “has the power to transform our lives by enabling us to say Yes to what counts – our own needs and values.” I’ve watched him in action; Bill’s three-step method works. First, you say what you really need. Then, you say no to proposals that don’t meet… show more.

I used to think that being good with feedback meant being great at giving it. This book showed me that I was missing a big part of the equation: receiving feedback.

It taught me that one of the most powerful and important ways to build psychological safety and trust on a team is not only to ask for the team’s feedback, but to receive it in a way that builds trust. The simple act of saying “thanks for the feedback” creates a foundation upon which strong teams can be built.

Mike shows how to cope with chaos and uncertainty by avoiding rigid plans and entrenched positions. He sees negotiation as a process of joint exploration that requires continual learning and adaptation. For him, the keys are agility and creativity. I’ve had lots of opportunities to hear Mike describe the ways that improvisation in jazz, sports, theatre, and even military action can teach us about improvisation in everyday negotiation. Mike has elevated improvisation to a key aspect of negotiation, and he has done so in a most convincing way. 

Bill Isaacs offers a pioneering approach to communicating in business and in life. His book starts with the assumption that people don’t know how to talk in a way that will make it easier for them to work together with others to solve shared problems. His company, DIAlogos, has organized dialogues in a wide variety of public and private settings. In the book, his discussion of “the architecture of the invisible” makes clear why better communication begins with listening, respect, suspending our own opinions, and finding our voice. I’m particularly taken with his discussion of how we can “cultivate organizational and system dialogue.” He also has some important ideas about how we can return to civility in our public discourse in the current time when “Red” and “Blue” have forgotten how to communicate at all. 

It’s not either/or: You can get a good deal and improve your relationship with the other side, at the same time. I loved Getting to Yes when I first read it in Roger Fisher’s law school class, and I still love it today, because it taught me I could solve difficult problems or deal with difficult people, and do it in a principled way. Whether it is a transaction for a Fortune 500 company, negotiating for a raise, or working on an international boundary dispute, the concepts and tools are the same, and they don’t start by requiring the other side to lose. Whether you are a negotiation expert, or just starting out, start here.

Even if you have the best intentions heading into a conversation, powerful emotions can easily derail the entire interaction. You headed in wanting to stay calm, but something your spouse, co-worker, or fellow church member said triggered your hot button surfacing powerful emotions. Soon, voices are raised and feelings are hurt. How do you manage powerful emotions when they surface? If you’ve never read a book by the creators of the Harvard Negotiation Project—the leading experts in mediation—this is a must-read by experts who have had to manage the most difficult and potentially explosive conversations imaginable. They remind us that emotions are “powerful, always present, and hard to handle.” Yet, the authors offer practical ways to recognize the emotions you have heading into a conversation with someone you care about and how to deal with them once they surface. 

Collaborative Divorce is not new, it has been around since the mid-1990s. It is an alternative to litigation when mediation is not going to be enough support. The core of the approach is respect, honesty, transparency, and concern for the entire family. Mediation and Collaborative Divorce are both confidential processes that avoid litigation but there are significant advantages to Collaborative Divorce. Mediation is with one neutral facilitator (mediator) but in a Collaborative Divorce, each person has their own specially trained attorney to guide them through the divorce. In addition, each person has their own divorce coach (sometimes just one neutral coach), and often a child specialist brings the voice of the children to the negotiations. This book describes how Collaborative Divorce works and will help readers decided whether this would be a good process choice for them. The goal is to help families avoid court and avoid ongoing conflict. The… show more.

I grew up in the midwest, where conflict is to be avoided at all costs.

Reading this book helped me understand that conflict is really about our deepest longings, and our fears that they will not be met. Through developing tolerance for being in direct conflict and skills to work through it, conflict becomes a friend instead of an enemy.

Downs does a great job of explaining how democratic decision-making links voter preferences to public policy outcomes. He looks at political preferences as existing on a left-to-right continuum and concludes that democratic elections tend to select the candidates whose preferences most closely reflect the median voter—the voter whose preferences fall in the middle of that left-right continuum. He offers a few caveats, one being that because one vote has a vanishingly small chance to affect an election outcome, voters tend to be rationally ignorant on political matters. There is no payoff to becoming informed because an election outcome will be the same regardless of how any individual voter votes.

In contracting, lawyers are often the heavies that swoop in at the end of the negotiation with risk-averse and protective conditions that can delay or derail a strategic business relationship. This book is the top pick on my list because Kim Wright advocates for organizations (and lawyers themselves!) to make the shift to a holistic, problem-solving approach. I am a strong believer in a kinder, gentler legal involvement at the beginning of the negotiation designed to help contracting parties solve problems and issues jointly. Wright eloquently makes her case on why the shift is needed. After you read this book you too will see the need for the shift of focus away from traditional contracting paradigms.