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Managing Complexity

Author

Listed:
  • Laurent Mermet

    (CERSES - UMR 8137 - Centre de recherche sens, ethique, société - UPD5 - Université Paris Descartes - Paris 5 - CNRS - Centre National de la Recherche Scientifique, AgroParisTech)

Abstract

Let a researcher open the file of a negotiation that did not lead to agreement and interview participants in that negotiation, and he is likely to be offered too many explanations for comfort rather than too few: interpersonal relations were unusually bad; the politics were intractable; party x or y was just unamenable to reason; small procedural incidents had major effects; the difficulties in the science and the technicalities of the topic being negotiated were too complicated or controversial; and so forth. Each such explanation seems sufficient alone to explain the absence of agreement. Paradoxically, however, since each one seems...

Suggested Citation

  • Laurent Mermet, 2012. "Managing Complexity," Post-Print hal-01567121, HAL.
    • Handle: RePEc:hal:journl:hal-01567121
    as

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    Keywords

    management complexity; Negotiation;

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