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14 min 34 sec
Available in:English

You Can Negotiate Anything: Anything you want, you got it

Shows that far more in daily life is negotiable than most people assume. It explains how power, time and information decide outcomes, and how to bargain calmly for deals that meet both sides' real needs.

Table of Content

Most people bargain badly for a simple reason: they don’t notice they are bargaining. In You Can Negotiate Anything, veteran negotiator Herb Cohen argues that any attempt to change someone else’s behavior is a negotiation, whether you are calming a child at a smart restaurant or asking your boss for a raise. Far more is open to discussion than we assume, he says, from department store prices and mortgages to speeding tickets, and even the Internal Revenue Service, the US tax agency, whose officials are people too.

Cohen’s case is that three forces decide nearly every outcome: power, time and information. Learn how each one works, keep your temper, and you can often reach a deal in which both sides get what they actually need. Along the way you’ll see how to spot an opponent who treats talks as war, why a store clerk who has spent hours with you wants to close, and what a two-week trip to Japan taught Cohen about deadlines.

A hotel clerk insists there is not a single room left. Cohen got one anyway, with a single question that shows what the word full usually means inside an organization.

Some negotiators open with an insulting offer, barely move, then wait for the clock to break you. Cohen describes the tactics of the battlefield bargainer and the simple discipline that blunts them.

A family wants three holidays in three different places, and every option leaves someone unhappy. The way out had nothing to do with splitting the difference, and it works in offices too.

A fridge, a waiting family and a sign that says no discounts reveal how many kinds of power sit in an ordinary purchase, and why the strongest ones exist mainly in people’s heads.

A shopper who wastes hours of a clerk’s time ends up with a better price, while one who brings the whole family pays full. The same force explains both, and it can work for or against you.

Most people think a salary talk begins when they walk into the boss’s office. Cohen says the decisive moves happen earlier, and that a careless counteroffer can tell the other side your limit.

Cohen spent two weeks in Japan being treated as an honored guest, then negotiated a major deal in the car to the airport. His superiors summed up the result with a pointed one-liner.

A lost tourist gets a gentler hearing from a traffic officer than a self-important driver does. Cohen explains why likability can beat logic, and how one public insult can create an enemy who is likely to stay one.

Cohen’s book turns negotiation from a rare, stressful event into an everyday skill anyone can practice. The full hotel, the fridge with its no-discounts sign and the deal struck on the road to the airport all point the same way. Outcomes depend on who understands power, time and information, and who stays calm enough to use them. Those forces can serve a fight, as the Soviet buyers showed on Long Island, or a deal in which everyone’s real needs are met, like the family that found mountains, tennis and a lake at one resort in Colorado.

The practice can start with your next salary talk or large purchase. Do the homework early: the budget, the other side’s habits, the alternatives you could walk away to. Agree with anyone on your side what you are after before you arrive. In the room, ask about the need behind each demand, concede in small steps, and when a deadline looms, ask what missing it would really cost. If the first person says no, look for the one who can say yes.

That hotel in Mexico had no rooms left, yet one was always waiting for a president who never came.

About this book

What is this book about?

Most people only think they are negotiating when they buy a car or ask for a raise. Herb Cohen sees negotiation everywhere: any time you try to change someone else's behavior, at work, in a shop or at the dinner table, you are bargaining. Prices, mortgages, speeding tickets and even tax officials are open to discussion if you know how to go about it. Cohen, a negotiator for corporate and government clients, argues that three forces shape every deal: power, time and information. He shows how power depends on what each side believes, how deadlines push people to concede, and how every question you ask and every concession you make passes information across the table. He also separates two kinds of opponents: those who treat talks as a battle to be won at any cost, and those who can be brought into a deal where everyone's underlying needs are met. Readers get a practical toolkit, built around stories like a full hotel in Mexico, a fridge in a department store and a lopsided deal in Japan, for preparing earlier, conceding more slowly and staying calm enough to win without making enemies.

Book Information

Rating:

Genre:

Communication & Social Skills

Topics:

Negotiation, Persuasion, Power Dynamics

Publisher:

Kensington

Language:

English

Narrator:

Rachel

First published:

September 1, 1980

Pages:

256

Length:

14 min 34 sec

Get the book:

Amazon

Who it's for

  • Employees wanting a raise

    Employees preparing to ask for a raise who freeze when the boss says no.

  • Facing hard bargainers

    Founders and buyers facing hard bargainers, tight deadlines and take-it-or-leave-it offers.

  • Stuck in family standoffs

    Parents and partners stuck in family standoffs where every choice leaves someone unhappy.

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About the Author

Herb Cohen

Herb Cohen has worked as a negotiator and strategy consultant for corporate and government clients, handling commercial deals and crises that included hostile takeovers and hostage negotiations. He took part in the talks that settled the National Football League players' strike. He began teaching negotiation in 1963 on a course for attorneys and has served on the faculty of the University of Michigan's Graduate School of Business. You Can Negotiate Anything spent nearly a year on the New York Times best-seller list and has appeared in thirty languages.

Ratings & Reviews

Ratings at a glance

4.1

Overall score based on 428 ratings.

What people think

Listeners find the guide offers dependable negotiation tactics and is simple to grasp. They enjoy the entertainment value, with one listener mentioning the author’s humorous way of presenting facts. The pacing is well-received, and one listener notes the helpful focus on making negotiations more personal. Though it is rich with anecdotes, some listeners feel there are too many examples included. Ultimately, listeners consider the purchase to be a good value.

Top reviews

Noppadol

Finally got around to reading this classic, and it is surprisingly relevant even decades later. Cohen breaks down the entire process into three core elements: Information, Time, and Power. This framework shifted how I view every interaction, from buying a car to discussing deadlines at work. I especially appreciated the section on the 'Power of Legitimacy.' It is eye-opening to realize that most rules are just the result of a previous negotiation. The writing style is punchy and accessible, making it an easy weekend read. Gotta say, the humor is a bit dry, but it keeps the technical advice from feeling like a textbook. While some of the retail examples feel like they belong in 1980, the psychological principles are timeless. You start to see the 'web of tension' everywhere you look. It is a solid investment for anyone who feels like they are always the one giving in during a conflict.

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Chatchai

Herb Cohen manages to turn a dry business subject into a genuinely fun read through sheer personality and wit. He views the world as a game of illusion, which takes a lot of the stress out of asking for what you want. I loved the idea that everything produced by a negotiation is itself subject to further negotiation. Why should a printed sign in a store have the final word? This mindset shift alone is worth the price of the book. The pacing is excellent, and the author’s humorous delivery keeps you engaged even when the facts get a bit dense. It is refreshing to read someone who doesn't take themselves too seriously while teaching serious skills. This book teaches you to care, but not too much, which is the ultimate secret to maintaining your leverage. If you want to stop being a victim of 'the system,' you need to read this.

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Yuwadee

Wow, the idea that every rule is just a previous negotiation's result totally changed my perspective on authority. I used to see 'policy' as an immovable wall, but Cohen teaches you to see it as a starting point. This book is about much more than just money; it is about how to navigate life with a sense of agency. The writing is incredibly engaging and the lessons on 'Information, Time, and Power' are easy to memorize. I specifically enjoyed the part about the 'Power of Morality' and how staying on the high ground can actually be a leverage point. Even if you never plan to haggle over a refrigerator, the communication skills here are top-tier. It is one of those rare business books that actually feels like it was written by a human being with a sense of humor. I will be recommending this to my entire team at work.

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Sumalee

Ever wonder why you feel like the underdog in every high-stakes conversation? Herb Cohen argues that we have more power at our fingertips than we realize, provided we know how to use it. The book focuses heavily on personalizing negotiations, which was a major takeaway for me. If you can get the other side to identify with you as a human rather than a statistic, you have already won half the battle. Personally, I found the advice on silence and patience to be the most practical. People are often so uncomfortable with tension that they will concede just to end the silence. To be fair, the book is quite old, and some of the gendered language is noticeably dated. However, if you can look past the 1980s veneer, the core strategies are incredibly effective. It is a quick read that packs a lot of psychological wisdom into a small package.

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Ray

The chapter on telephone tactics alone makes this worth the price of admission for anyone in sales. Cohen explains why it is almost always better to be the caller rather than the callee to maintain control of the pace. I had never considered how much easier it is for people to say 'no' when they cannot see your face. This realization has already changed how I schedule my most important meetings. The book is full of these tiny, actionable tidbits that you can apply the very next day. My only gripe is that some of the 'power' sources, like the power of persistence, seem a bit repetitive after a while. Still, the emphasis on gathering information before the 'web of tension' begins is a vital lesson. It is an easy-to-understand guide that demystifies the aura of authority that institutions often project. Definitely a classic for a reason, even if it shows its age in the examples.

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Aroon

Picked this up on a whim and realized I have been giving away my power for years by being too impatient. Cohen explains that most concessions happen right at the deadline, so the person who can sustain the tension longest wins. This was a hard pill to swallow for someone like me who hates conflict, but it is undeniably true. The book provides a solid foundation for understanding the 'needs' of the other side, which are rarely what they state openly. By identifying those hidden needs, you can find creative solutions that make everyone happy. My only complaint is that the author glamorizes his success stories a bit too much, making it seem like you'll never lose. Real life is usually messier than his anecdotes suggest. Nevertheless, the tactical advice regarding increments of concession and avoiding 'visceral opponents' is gold. It is a great starting point for anyone looking to improve their persuasive capacity.

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Sirichai

As someone who prefers concise frameworks, I found the endless stream of stories a bit exhausting. The book contains plenty of anecdotes, and while some are entertaining, many feel repetitive or overly specific to the author's unique luck. Frankly, the core message could have been delivered in about fifty pages without losing much substance. That said, the breakdown of 'Win-Win' versus adversarial styles was helpful for my current role in project management. Cohen emphasizes that meeting both parties' needs does not have to be mutually exclusive. This is a nice sentiment, but it occasionally contradicts his more manipulative suggestions found earlier in the text. I am giving it three stars because the 'Power of Investment' concept—spending time to make the other side more likely to agree—is brilliant. It is a decent book, but you will have to dig through a lot of fluff to find the real needles.

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Ern

Truth is, I struggled with the inconsistency between the 'Win-Win' mantra and the more cutthroat, 'dirty' suggestions. One moment the author is talking about building trust and empathy, and the next he is describing how to waste a salesman's time to get a tiny discount. It feels like the book is trying to be two different things at once: an ethical guide and a manual for sharks. In my experience, using some of these 'adversarial' tricks would ruin a long-term professional relationship in a heartbeat. However, the section on deadlines was genuinely insightful. Understanding that the other side has just as much pressure as you do helps level the playing field. The book is a mixed bag of brilliant psychological insights and questionable moral shortcuts. Read it with a critical eye and take what works for your personal ethics. It is not the magical solution the title implies, but it is certainly better than most modern self-help.

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Kru

In my experience, few self-help books from the 80s hold up as well as this one, though it is starting to fray at the edges. The world has changed significantly since Cohen wrote this, yet the basic psychology of human tension remains the same. I appreciated the focus on 'The Power of Expertise' and how establishing your credentials early can prevent challenges later. That said, some of the stories are just too long and feel like the author is just bragging about his past wins. It makes the pacing feel a bit uneven at times. I also found some of the advice regarding 'legitimacy' to be a bit repetitive across different chapters. There is definitely some 'garbage advice' mixed in with the gems, particularly the stuff that borders on being a nuisance to retail workers. It is a 3-star read for me because I had to filter through a lot of dated filler to get the value.

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Dek

Not what I expected from a supposed 'business bible' in the modern era. While the three pillars of power, time, and information are conceptually sound, the specific tactics Cohen suggests are frequently appalling. I was genuinely shocked to see a bestseller encourage people to pretend to be mentally handicapped or deliberately damage store merchandise to secure a discount. Look, the author claims these are just examples of what others might do, but the line between identifying and teaching these 'tricks' is incredibly thin. The book is undeniably a product of its time, filled with outdated language and a cutthroat mentality that feels more like manipulation than professional negotiation. If you can look past the ethical sludge, there is a core lesson about not taking 'no' for an answer. However, for the average person trying to live with integrity, much of this advice is simply unusable. I cannot recommend this to anyone who values their character over a few saved dollars.

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Questions about this book

Herb Cohen argues that you negotiate far more often than you think, since any attempt to change someone’s behavior is a negotiation. Most things, from store prices to speeding tickets, are open to discussion. How things turn out depends largely on how much power, time and information each party holds. Some negotiators try to win at any cost, but Cohen shows that deals satisfying both sides are often possible when their underlying needs are understood.

Cohen uses the term for negotiators who treat talks as a battle where one side’s gain is the other’s loss. Their signs are extreme opening offers, tiny late concessions, representatives without authority to concede, and emotional tactics like walking out or crying. His example is a Soviet offer of $125,000 for Long Island land worth $420,000. His advice is to consider walking away, or to set firm limits in advance and stay calm.

Most progress happens as a deadline nears, so the side with less time usually concedes more. Cohen learned this in Japan, where his hosts held off on serious talks until the final day of his two-week trip, and he accepted a poor deal on the ride to the airport. He advises asking what missing a deadline would really cost, and remembering that the other side has a deadline too.

Treat the raise as a process that starts before the meeting. Cohen suggests checking next year’s salary budget for room, and asking colleagues how your boss usually handles pay discussions. In the meeting, ask questions to learn the other side’s constraints, and make any concessions in small steps so you don’t reveal your limit. Stay relaxed and likable, and avoid embarrassing your boss, which can create a lasting enemy.

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You Can Negotiate Anything

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