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Analytical Support to Negotiations: An Empirical Assessment

Author

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  • Bertram I. Spector

    (Center for Negotiation Analysis)

Abstract

Twenty-three cases of international negotiation are analyzed and compared to better understand the role of analytical and informational tools in supporting practical negotiators. For each case, data were gathered through interviews with Austrian diplomats on the type and amount of analytical support provided, associated bureaucratic support, and problems encountered, along with a host of key factors about the case itself-the issues, situation, strategies, process, structures, and outcomes. These data were coded and analyzed statistically. It was found that most analytical support is qualitative in nature and can be categorized as information organizing tools, comparison methods and creativity techniques; economic negotiations, in particular, tended to be supported more by quantitative methods, including forecasting and statistical models. Analytical support is particularly important to understand own and other side positions and strategies and to bolster complex negotiations that require issue packaging. A generational gap between senior and mid-level diplomats emerged: junior practitioners expressed a greater interest in analytical support tools. In general, the application of analytical support was perceived positively among practitioners and was correlated with the achievement of treaties and comprehensive solutions. These findings suggest that there needs to be greater investment in developing and providing practical analytical support to negotiators, more supporting infrastructure to facilitate the use of these techniques, and increased training opportunities.

Suggested Citation

  • Bertram I. Spector, 1997. "Analytical Support to Negotiations: An Empirical Assessment," Group Decision and Negotiation, Springer, vol. 6(5), pages 421-436, September.
    • Handle: RePEc:spr:grdene:v:6:y:1997:i:5:d:10.1023_a:1008698818972
    DOI: 10.1023/A:1008698818972
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    Cited by:

    1. Janice Nadler & Leigh Thompson & Leaf Van Boven, 2003. "Learning Negotiation Skills: Four Models of Knowledge Creation and Transfer," Management Science, INFORMS, vol. 49(4), pages 529-540, April.
    2. Alice F. Stuhlmacher & Matthew V. Champagne, 2000. "The Impact of Time Pressure and Information on Negotiation Process and Decisions," Group Decision and Negotiation, Springer, vol. 9(6), pages 471-491, November.

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