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Negotiation Analysis: The Science and Art of Collaborative Decision Making

by Howard Raiffa

Harvard University Press, 2002
Cloth: 978-0-674-00890-8 | eISBN: 978-0-674-25571-5 | Paper: 978-0-674-02414-4
Library of Congress Classification HD58.6.R342 2002
Dewey Decimal Classification 658.4052

ABOUT THIS BOOK | TOC

ABOUT THIS BOOK
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

         1.   Decision Perspectives  3
               On four approaches to decision making

         2.   Decision Analysis  14
               On how individuals should and could decide

         3.   Behavioral Decision Theory   33
               On the psychology of decisions; on how real people do decide

         4.   Game Theory      53
               On how rational beings should decide separately
               in interactive situations

         5.   Negotiation Analysis  81
               On how you should and could collaborate with others


Part II. Two-Party Distributive (Win-Lose) Negotiations   97

         6.   Elmtree House     99
               On setting the stage for adversarial bargaining

         7.   Distributive Negotiations: The Basic Problem  109
               On the essence of noncooperative, win-lose negotiations

         8.   Introducing Complexities: Uncertainty  129
               On deciding to settle out of court
               and other problems of choice under uncertainty




          9.   Introducing Complexities: Time  149
                On entrapments and downward escalation;
                on real and virtual strikes

          10. Auctions and Bids 165
                On comparing different auction and competitive bidding procedures


Part III. Two-Party Integrative (Win-Win) Negotiations  191

          11. Template Design    195
                On brainstorming alone and together; on deciding what must be decided

          12. Template Evaluation   213
                On deciding what you need and want

          13. Template Analysis (I)  226
                On finding a joint compromise for a special simple case

          14. Template Analysis (II)  249
               On finding a joint compromise for the general case

          15. Behavioral Realities  269
               On learning how people do negotiate in the laboratory
               and the real world

          16. Noncooperative Others   288
               On how to tackle noncooperative adversaries


Part IV. External Help 307

          17. Mostly Facilitation and Mediation  311
               On helping with people problems

          18. Arbitration: Conventional and Nonconventional  328
               On how a neutral joint analyst might help

          19. What Is Fair?  348
               On principles for deciding joint outcomes

          20. Parallel Negotiations  365
               On negotiating without Negotiating


Part V.  Many Parties   385

          21. Group Decisions 389
               On organizing and managing groups




          22. Consensus    407
               On how to achieve a shared agreement for all

          23. Coalitions   430
               On the dynamics of splitting and joining subgroups

          24. Voting   450
               On anomalies of collective action based on voting schemes

          25. Pluralistic Parties  465
               On dealing with parties fractured by internal conflict

          26. Multiparty Interventions  484
              On the role of exteral helpers in multiparty negotiations
               
          27. Social Dilemmas     507
               On the conflict between self-interest and group interest


REFERENCES 523

NOTE ON SOURCES 531

INDEX 535

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