Judgmental Limitations Diplomatic Negotiations

Judgmental Limitations Diplomatic Negotiations Max H. B a z e r m a n is Professor of Organization Behavior at the Kcllogg Graduate School of Management, Northwestern UnivcrsiD; Evanston, IlL 60208. H a r r i s S o n d a k is a doctoral student at the Department of Orgarfization Behax~ior at the Kellogg School. 07,t8-~526/88/0700-0~,03~)(~.1)0/0 ,~ 1 9 8 8 P l e n t a m P u l , l i s l f i n g ( . o r p o t ' a t J o n NegotiationJoto~al July 1988 303 make the best of an uncertain environment. In the context of international negotiation, m u c h of the uncertainty is the result of not knowing the intended hehavior of the other parties. Our approach is both descriptive and prescriptive. We describe the errors commonly made by negotiators so that w e can offer advice on h o w to improve decision making. Useful prescriptions suggest h o w negotiators should behave, given the behavior that they are likely to face from the other side (Raiffh, 1982). Thus prescription must be based on an accurate description of the e x p e c http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Negotiation Journal Wiley

Judgmental Limitations Diplomatic Negotiations

Negotiation Journal, Volume 4 (3) – Jul 1, 1988

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Publisher
Wiley
Copyright
Copyright © 1988 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0748-4526
eISSN
1571-9979
DOI
10.1111/j.1571-9979.1988.tb00473.x
Publisher site
See Article on Publisher Site

Abstract

Max H. B a z e r m a n is Professor of Organization Behavior at the Kcllogg Graduate School of Management, Northwestern UnivcrsiD; Evanston, IlL 60208. H a r r i s S o n d a k is a doctoral student at the Department of Orgarfization Behax~ior at the Kellogg School. 07,t8-~526/88/0700-0~,03~)(~.1)0/0 ,~ 1 9 8 8 P l e n t a m P u l , l i s l f i n g ( . o r p o t ' a t J o n NegotiationJoto~al July 1988 303 make the best of an uncertain environment. In the context of international negotiation, m u c h of the uncertainty is the result of not knowing the intended hehavior of the other parties. Our approach is both descriptive and prescriptive. We describe the errors commonly made by negotiators so that w e can offer advice on h o w to improve decision making. Useful prescriptions suggest h o w negotiators should behave, given the behavior that they are likely to face from the other side (Raiffh, 1982). Thus prescription must be based on an accurate description of the e x p e c

Journal

Negotiation JournalWiley

Published: Jul 1, 1988

References

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