Negotiation Analysis: The Science and Art of Collaborative Decision Making / Edition 1

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Overview

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.

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Editorial Reviews

Times Higher Education Supplement

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 - Douglas Hague
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.
Max Bazerman
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.
Publishers Weekly
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. Though its stated goal is to "suggest how people-perhaps you-might negotiate better," that's a bit of wishful thinking; the book, more a mathematics text than a popular guide, isn't designed for a broad-based audience. But it's certainly thorough, with its plethora of decision-making scenarios (e.g., surgery or radiation? invest in a business, or not?) to bring advanced theories to life. And Raiffa (The Art and Science of Negotiation) is one of the deans of the field. 78 line illustrations, 84 tables. (Jan.) Copyright 2003 Cahners Business Information.
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Product Details

  • ISBN-13: 9780674024144
  • Publisher: Harvard University Press
  • Publication date: 3/15/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 576
  • Sales rank: 808,719
  • Product dimensions: 7.00 (w) x 10.00 (h) x 1.00 (d)

Meet the Author

Howard Raiffa is Frank P. Ramsey Professor of Managerial Economics (Emeritus), 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.

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Table of Contents

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

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