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NEGOTIATION ANALYSIS: The Science and Art of Collaborative Decision Making


ISBN13: 978-0-674-00890-8|576 pages|Hardcover|©2003|NT$1300

Howard Raiffa, Harvard Business School and Harvard's Kennedy School

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.

Table of Contents
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
Note on Sources