Negotiation: A Very Short Introduction

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Very Short Introductions: Brilliant, Sharp, Inspiring Everyone negotiates. Whenever any person, company, or country needs someone else to accomplish something, they must negotiate. Negotiation is essential for peace and international relations, but also for economically efficient trades and bargains in business, and for problem solving skills in workplaces, families, and interpersonal interactions. This Very Short Introduction provides a comprehensive and accessible review of both conceptual and behavioural approaches to the human process of negotiation. Carrie Menkel-Meadow draws on research in constituent fields of human psychology, diplomacy, law, business, anthropology, game theory, decision making, international relations, sociology, public policy, and economics, suggesting models for creative problem solving to often intractable problems. Considering that most people are tense and frightened of what they perceive to be scarce resource confrontations with opponents and competitors, Menkel-Meadow offers different ways to plan for and approach others to solve human problems and seek solutions that satisfy both parties. Alongside this, Menkel-Meadow summarises recent research on the variations of human behaviour, providing vivid examples from history and current affairs to solve some of the most difficult problems. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable. Cover NEGOTIATION: A Very Short Introduction Copyright Dedication Contents Preface and acknowledgments List of illustrations List of tables Chapter 1: When we need others to accomplish something What’s in a negotiation Chapter 2: Frameworks of negotiation: Winning for self or problem solving for all? Framework # 1 Conventional conceptions of negotiation: The distributional or adversarial model of negotiation Framework # 2 Integrative negotiation—solving problems for all parties (but not necessarily “win‒win”) Framework # 3 Compromise, cooperation, or when the relationship matters more Framework # 4 Mixed models: Creating and claiming value; trades, Pareto optimality, and contingent agreements Chapter 3: Contexts in negotiation Purpose and stakes Subject matter Content of issues Parties Accountability/agency/authority Visibility/publicity Voluntary/compulsory negotiations Timing, deadlines, and contingent negotiations Routineness or uniqueness of negotiation Power/leverage Personal characteristics/identity/culture: gender, race, class, ethnicity, other? Personal characteristics/personality Relationships—long-term, short-term, or in-between Medium of negotiation: face to face or online? Synchronous or asynchronous? Alternatives to negotiation Chapter 4: Behavioral choices in negotiation: What to do and why Choosing behavior: Frameworks, contexts, and purpose Pre-negotiation:planning Conducting negotiations—during the negotiation Post-agreement:Implementation—afterthe negotiation Chapter 5: Challenges to reaching negotiated agreements Cognitive “errors” Framing-anchoring Scarcity bias Primacy Availability Vividness Recency Endowment effects/prospect theory—status quo bias Risk preferences—loss aversion, gains Statistical errors Social issues, errors, and biases: Labeling Reactive devaluation Attribution Overconfidence Confirmation Contrast effects Hindsight bias Social issues—demographics, implicit and explicit biases Bias blind spots Moods, emotions, physical environment, and food influences on negotiation Winner’s curse/buyer’s remorse What should we do to correct our errors and biases? Is de-biasingpossible? Chapter 6: Complex multi-party multi-issue negotiations Numbers in negotiation: From one to many What is a negotiated agreement with more than two parties? Measures of consent, Zones of Possible Agreement Alternatives to negotiated agreements? How many? Information sharing and processing Coalitions, alliances, commitments, defections, and holdouts Process and ground rules Decision rules and voting Sequencing issues and parties Groupthink and dissent Facilitation/mediation/consensus building Modes of complex negotiation International complex negotiation (diplomacy) Chapter 7: Ethical and legal issues in negotiation: Making enforceable agreements To negotiate or not negotiate? Compromise or not? Negotiate for and with whom? Agents in negotiation Behavioral issues in negotiation—what may I do versus what should I do? Truth-telling,lying, deception, misrepresentation Other unethical tactics, tricks, and concerns of hard bargaining Fairness and good faith The law of enforceable negotiations—contract, defenses, fraud, misrepresentation, unconscionability, breach, international law Chapter 8: The future of negotiation New forms of negotiation: Electronic and virtual negotiation Hybrid forms of negotiation and dispute resolution Challenges to negotiation in the future: Global conflict in resource and political competition Culture and conflict Which framework? Competition or problem solving Learning from experience? Appendix: Negotiation plan Glossary References and further reading Chapter 1: When we need others to accomplish something Chapter 2: Frameworks of negotiation: Winning for self or problem solving for all? Chapter 3: Contexts in negotiation Chapter 4: Behavioral choices in negotiation: What to do and why Chapter 5: Challenges to reaching negotiated agreements Chapter 6: Complex multi-partymulti-issuenegotiations Chapter 7: Ethical and legal issues in negotiation: Making enforceable agreements Chapter 8: The future of negotiation Index International Relations Diplomacy