After Madrid and Maastricht ... Should we rethink negotiations?
Game theory, as a guide for coming to terms with negotiations, is not comprehensive enough for the fluidity of today's events. A new, more powerful model is proposed that views negotiations, not as confrontations between 2 players, but as temporary organizations created by the negotiators thems...
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| Published in | European business review Vol. 93; no. 4; p. 19 |
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| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Bradford
Emerald Group Publishing Limited
01.07.1993
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| Subjects | |
| Online Access | Get full text |
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| Abstract | Game theory, as a guide for coming to terms with negotiations, is not comprehensive enough for the fluidity of today's events. A new, more powerful model is proposed that views negotiations, not as confrontations between 2 players, but as temporary organizations created by the negotiators themselves. More specifically, the heuristic model involves the following characteristics: 1. A negotiation can be equated with a temporary organization created by the negotiators and composed of the negotiating teams. 2. A negotiation is understood better as a negotiation-as-organization, which is endowed with boundaries, procedures, rules, common and conflicting objectives, and roles for the people involved. 3. The success of any negotiation is dependent on the ability of the negotiation-as-organization to learn how to cope with inconsistencies. |
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| AbstractList | Game theory, as a guide for coming to terms with negotiations, is not comprehensive enough for the fluidity of today's events. A new, more powerful model is proposed that views negotiations, not as confrontations between 2 players, but as temporary organizations created by the negotiators themselves. More specifically, the heuristic model involves the following characteristics: 1. A negotiation can be equated with a temporary organization created by the negotiators and composed of the negotiating teams. 2. A negotiation is understood better as a negotiation-as-organization, which is endowed with boundaries, procedures, rules, common and conflicting objectives, and roles for the people involved. 3. The success of any negotiation is dependent on the ability of the negotiation-as-organization to learn how to cope with inconsistencies. |
| Author | Quillien, Jenny Garson, Jose |
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| Snippet | Game theory, as a guide for coming to terms with negotiations, is not comprehensive enough for the fluidity of today's events. A new, more powerful model is... |
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| SubjectTerms | Agricultural subsidies Game theory Heuristic Implementations International relations Negotiations Organization development Subsidies |
| Title | After Madrid and Maastricht ... Should we rethink negotiations? |
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