Negotiation Analysis
The Science and Art of Collaborative Decision Making
Published on 31. March 2007
Book
Paperback/Softback
576 pages
978-0-674-02414-4 (ISBN)
Description
This masterly book substantially extends Howard Raiffa's earlier classic, The Art and Science of Negotiation. It does so by incorporating three additional supporting strands of inquiry: individual decision analysis, judgmental decision making, and game theory. Each strand is introduced and used in analyzing negotiations.
The book starts by considering how analytically minded parties can generate joint gains and distribute them equitably by negotiating with full, open, truthful exchanges. The book then examines models that disengage step by step from that ideal. It also shows how a neutral outsider (intervenor) can help all negotiators by providing joint, neutral analysis of their problem.
Although analytical in its approach--building from simple hypothetical examples--the book can be understood by those with only a high school background in mathematics. It therefore will have a broad relevance for both the theory and practice of negotiation analysis as it is applied to disputes that range from those between family members, business partners, and business competitors to those involving labor and management, environmentalists and developers, and nations.
The book starts by considering how analytically minded parties can generate joint gains and distribute them equitably by negotiating with full, open, truthful exchanges. The book then examines models that disengage step by step from that ideal. It also shows how a neutral outsider (intervenor) can help all negotiators by providing joint, neutral analysis of their problem.
Although analytical in its approach--building from simple hypothetical examples--the book can be understood by those with only a high school background in mathematics. It therefore will have a broad relevance for both the theory and practice of negotiation analysis as it is applied to disputes that range from those between family members, business partners, and business competitors to those involving labor and management, environmentalists and developers, and nations.
Reviews / Votes
Harvard professor emeritus Raiffa and his co-authors have everything covered in this exhaustive work, which examines the dynamics of win-lose, win-win and multi-party negotiations and throws novel approaches like game theory into the mix. Especially timely is the analysis of "external help," in which the authors evaluate the growing trend of mediation and arbitration...It's certainly thorough, with its plethora of decision-making scenarios...to bring advanced theories to life. And Raiffa is one of the deans of the field. * Publishers Weekly * Negotiation Analysis makes a significant contribution to an important field...This is a classic text, synthesizing two approaches to negotiation: the 'art' handles human factors and the 'science' structured models. The book aims to equip negotiators with the skills 'to do a better job.' It is a massive work--550 pages--created by perhaps the most powerful intellect in the field. -- Douglas Hague * Times Higher Education Supplement * Howard Raiffa created the field of negotiation analysis, and this book is a great development of his ideas. It pushes negotiation analysis to a higher level and should be required reading for all serious students and practitioners of negotiation and alternative dispute resolution. The book is brilliant. It will help to make the world a better place. -- Max Bazerman, author of <i>Judgment in Managerial Decision Making</i>More details
Language
English
Place of publication
Cambridge, Mass.
United States
Publishing group
Harvard University Press
Target group
Professional and scholarly
Illustrations
98 line illustrations, 91 tables
Dimensions
Height: 254 mm
Width: 168 mm
Thickness: 27 mm
ISBN-13
978-0-674-02414-4 (9780674024144)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Howard Raiffa was Frank P. Ramsey Professor of Managerial Economics, Emeritus, at Harvard Business School and Harvard's Kennedy School of Government. John Richardson is a Lecturer and Associate at the Program on Negotiation, Harvard Law School. David Metcalfe is an Analyst at Forrester Research, London, England.
Content
Preface Part I. Fundamentals 1. Decision Perspectives On four approaches to decision making 2. Decision Analysis On how individuals should and could decide 3. Behavioral Decision Theory On the psychology of decisions; on how real people do decide 4. Game Theory On how rational beings should decide separately in interactive situations 5. Negotiation Analysis On how you should and could collaborate with others Part II. Two-Party Distributive (Win-Lose) Negotiations 6. Elmtree House On setting the stage for adversarial bargaining 7. Distributive Negotiations: The Basic Problem On the essence of noncooperative, win-lose negotiations 8. Introducing Complexities: Uncertainty On deciding to settle out of court and other problems of choice under uncertainty 9. Introducing Complexities: Time On entrapments and downward escalation; on real and virtual strikes 10. Auctions and Bids On comparing different auction and competitive bidding procedures Part III. Two-Party Integrative (Win-Win) Negotiations 11. Template Design On brainstorming alone and together; on deciding what must be decided 12. Template Evaluation On deciding what you need and want 13. Template Analysis (I) On finding a joint compromise for a special simple case 14. Template Analysis (II) On finding a joint compromise for the general case 15. Behavioral Realities On learning how people do negotiate in the laboratory and the real world 16. Noncooperative Others On how to tackle noncooperative adversaries Part IV. External Help 17. Mostly Facilitation and Mediation On helping with people problems 18. Arbitration: Conventional and Nonconventional On how a neutral joint analyst might help 19. What Is Fair? On principles for deciding joint outcomes 20. Parallel Negotiations On negotiating without Negotiating Part V. Many Parties 21. Group Decisions On organizing and managing groups 22. Consensus On how to achieve a shared agreement for all 23. Coalitions On the dynamics of splitting and joining subgroups 24. Voting On anomalies of collective action based on voting schemes 25. Pluralistic Parties On dealing with parties fractured by internal conflict 26. Multiparty Interventions On the role of external helpers in multiparty negotiations 27. Social Dilemmas On the conflict between self-interest and group interest References Note on Sources Index