Chapter 1 Introduction to Negotiation

Annals of the International Communication Association, 1983

We have internal, we have uh, elected representatives of the people who are willing to listen to the problems of the employees and to make appropriate judgments because they have been entrusted with that uh, that duty by the, by the community. Union: It's like the victim of the robbery, making the decision as to whether the thief is guilty or innocent and how much....

Negotiation Journal, 1996

This issue marks a very difficult debut for us as editors of Negotiation Journal, a publication that Jeffrey Z. Rubin literally defined from its first issue in 1985 through all of the 1995 volume year. We greatly miss our dear friend and colleague, who died in a hiking accident last June in Maine at the age of 54. Jeff worked diligently to insure that this journal would be read by, and be useful to, an eclectic readership of negotiation scholars and practitioners. He was a superb "boundary spanner" in this highly diverse field, and succeeded brilliantly in encouraging, editing, and publishing thought-provoking articles about the processes of negotiation and negotiation theory. He strongly believed that a sound theoretical framework informs practice, and that theory evolves from the experience of those who practice. Jeff-who loved using theatrical metaphors-is surely one "hard act to follow." His contributions to the readers and essayists of Negotiation Journal were unique. Though we Jeff Rubin), most articles in Negotiation Journal are now preceded by an abstract. It is our hope that these

Academy of Management Review, 1986

Negotiation Journal, 2007

This article provides a step by step illustration of diplomatic negotiations.It is an essential guiding tool for students in the field of international relations with a particular remit to Diplomacy.The document is delivered in simple English and in an easy to understand format to facilitate convenient readership. The author is a postgraduate student at the Institute of Diplomacy and International Studies in Nairobi.

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A lawyer by training, his scholarship focuses on the management of the legal function, the attractiveness of mediation for business organizations and the implementation of negotiation infrastructures within organizations. ** Noam Ebner is a professor of negotiation and conflict resolution at the Werner Institute, Creighton University School of Law. His research focuses on negotiation, negotiation pedagogy, and conflict engagement processes conducted online. *** Chris Honeyman is a consultant who has directed research-and-development programs in dispute resolution for more than 25 years. He has published widely in the field and has served as a neutral in more than 2,000 cases.

Negotiation Journal, 2004

The conception of turning points advanced in this essay emphasizes events that occur in a chronological sequence which the author, in his previous work, has incorporated into a framework for case analysis. The framework covers three stages: precipitants that trigger change; departures which are the reaction to the precipitant; and consequences, which refer to the direction the negotiation takes as a result of the departure. Building on his earlier work, the author uses examples of a less-bounded international negotiation and cases culled from the headlines to demonstrate the framework's generality. He then considers the concept at the individual, relational, and collective levels in an attempt to probe the psychological and social processes that occur before, during, and after departures (turning points); and may be in fact, the underlying impetus for departures. In my earlier work, I developed a framework for analyzing turning points or critical moments in negotiation that consists of three parts: precipitants, departures, and consequences. Precipitants are the factors inside or outside

Negotiation Journal, 2004