NEGOTIATION ANALYSIS. THE SCIENCE AND ART OF DECISION MAKING RAIFFA H Księgarnia

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.

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.

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

548 pages

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