Negotiating in a Complex World

Abstract

Drawing on the literatures on negotiation and conflict resolution as well as research on international diplomacy, the author proposes a framework for understanding complexity in real-world negotiations. Rejecting models of the process that are simplistic, sterile, or static, he argues that complexity is inherent in negotiation. In ten propositions, he lays out key dimensions of complexity and ways that skilled negotiators can manage it. The propositions focus attention on the ways negotiators create and claim value, shape perceptions and learn, work within structure and shape the structure, negotiate and mediate, link and de-link negotiations, create momentum and engineer impasses, and work outside and inside. The author also highlights the importance of organizational learning in negotiation, noting that most negotiators manage multiple negotiations in parallel, and most organizations have many negotiators doing similar things.

Emergent Negotiations: Stability and Shifts in Negotiation Dynamics

“…As is the case in all social interactions, negotiators must adapt and change their behaviors in response to the actions of the other party (Ikle & Leites, 1962). Such is the dynamic nature of the negotiation process that individuals, through their actions, can redefine the negotiation context (Watkins, 1999). While negotiation theory has much to say on the context‐outcome relationship, it is relatively mute on the question of how negotiation processes shape and are shaped by the negotiation context.…”

The exit option: mediation and the termination of negotiations in the Northern Ireland conflict

“…Abortive attempts to utilize the threat of termination can reduce a mediator's credibility further still. As Watkins (1999) notes "premature efforts to drive for closure can easily backfire, triggering breakdown or undermining credibility" (emphasis added). Kydd (2005) suggests that the mediator can overcome this credibility problem by casting blame on one of the parties in front of an audience, by which it is important for the obstructing parties to be perceived as cooperative.…”

The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

“…It is necessary to consider the different types of contexts to evaluate the type of negotiation to be developed (Watkins 1999). In negotiations that are conducted in contexts that imply lasting relationships, new rounds of negotiation, consensus for conflict resolution and joint gains, the integrative approach is presented as the most favourable.…”