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Fig. 4. Negotiation Dance of Deniz against (a) Conceder, (b) Reasonable, and (c) Explorative human negotiator in the Jobs Domain, The agreement configurations and utilities are presented in Table 3. Table 2. The second column shows the agreement reached when both Employer and Employee were played by Deniz. The third column shows the bid corresponding to the Nash Product.

Figure 4 Negotiation Dance of Deniz against (a) Conceder, (b) Reasonable, and (c) Explorative human negotiator in the Jobs Domain, The agreement configurations and utilities are presented in Table 3. Table 2. The second column shows the agreement reached when both Employer and Employee were played by Deniz. The third column shows the bid corresponding to the Nash Product.

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These notions are taken from the Dynamics Analysis of Negotiation Strategies (DANS) framework of [11], although the cooperative and uncooperative moves are our additions. Note that in practice it is sometimes useful to take a margin € around the silent and nice bids as depicted in Figure 1. The details of defining that precisely are left to the reader.
These notions are taken from the Dynamics Analysis of Negotiation Strategies (DANS) framework of [11], although the cooperative and uncooperative moves are our additions. Note that in practice it is sometimes useful to take a margin € around the silent and nice bids as depicted in Figure 1. The details of defining that precisely are left to the reader.
Fig. 2. Projection of the Opponent bid to the Pareto Frontier
Fig. 2. Projection of the Opponent bid to the Pareto Frontier
The profiles for this domain were obtained in 2010 by interviewing young ICT professionals and HR officers from ICT companies [19]. This resulted in the issue descriptions provided in Table 1, in which fte stands for full time equivalent: Furthermore, we asked all participants about their preferences, and on the basis of that we set up a typical profile for the employees and one for the employer side, and created utility functions for them. For this paper, the exact procedure is not important, nor is the representativeness of the profiles. Note that the domain size is small. To be precise that is 540, if the salary options are done in steps of €500.
The profiles for this domain were obtained in 2010 by interviewing young ICT professionals and HR officers from ICT companies [19]. This resulted in the issue descriptions provided in Table 1, in which fte stands for full time equivalent: Furthermore, we asked all participants about their preferences, and on the basis of that we set up a typical profile for the employees and one for the employer side, and created utility functions for them. For this paper, the exact procedure is not important, nor is the representativeness of the profiles. Note that the domain size is small. To be precise that is 540, if the salary options are done in steps of €500.
Fig. 3. Negotiation Dance of Deniz vs Deniz (on the left) and Deniz vs HardHeadec (on the right) in the Jobs Domain. Note that no agreement was reached here.
Fig. 3. Negotiation Dance of Deniz vs Deniz (on the left) and Deniz vs HardHeadec (on the right) in the Jobs Domain. Note that no agreement was reached here.
Table 3. Agreements of the negotiations of Deniz against different opponents
Table 3. Agreements of the negotiations of Deniz against different opponents
Fig. 5. Pocket Negotiator Bidding Interface. In the unsupported version of PN, the users only have the middle section available, where they can enter their offers. The red bars, the graph, and the button to ask for a suggestion are not available.
Fig. 5. Pocket Negotiator Bidding Interface. In the unsupported version of PN, the users only have the middle section available, where they can enter their offers. The red bars, the graph, and the button to ask for a suggestion are not available.
Fig. 6. Participants thoughts about Deniz agent as an opponent Table 4. Deniz against Human negotiators: Statistical Analysis
Fig. 6. Participants thoughts about Deniz agent as an opponent Table 4. Deniz against Human negotiators: Statistical Analysis
Table 6. Evaluation Values of Employer and Employee
Table 6. Evaluation Values of Employer and Employee
Related topics:
Computer ScienceAutomated NegotiationsRobustness (evolution)
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