Fisher, Roger. "Negotiating Power: Getting and Using Influence." In Negotiation Theory and Practice. Edited by Rubin, Jeffrey Z. and J. William Breslin, eds. Cambridge: Program on Negotiation Books, 1991.
Negotiation refers to a process of communication in which the parties aim to influence each other's decisions. A negotiator's ability to exert influence depends upon the combined total of a variety of factors. These include knowledge about the people and interests involved, a good working relationship, and having a good alternative to a negotiated settlement.

"In life, the issue is not control, but dynamic connectedness." -- Erich Jantsch

Section Five discusses the impact of context on negotiations. Max Bazerman describes various nonrational judgments which enter into and complicate the negotiation setting. Robert McKersie explores the process of conflict escalation via the case of Eastern Airlines battle with the Machinists Union. Thomas Schelling presents a regimen of self-improvement aimed at helping the negotiator overcome ineffective negotiating styles. Louis Kreisberg considers the appropriate timing and initiation of de-escalation moves.
Section Three focuses on assessing participants' power and their alternatives to negotiation. David Lax and James Sebenius argue that a party's power at a negotiating table is primarily determined by their available alternatives to negotiation. William McCarthy offers a critique of the classic text, Getting to Yes. Roger Fisher responds to that critique by further elaborating his theory of power in negotiation. Sander, Stephen Goldberg and Eric Green argue that the timely use of apology can help retain the offended party at the negotiating table, and so sustain negotiations.

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