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Negotiation as a Joint Decision-Making Process

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  • William Zartman

    (Department of Politics New York University)

Abstract

Negotiation is one of a limited number of decision-making modes whose characteristics, taken as assumptions, are not compatible with most of the theoretical work on negotiation to date. The concession/ convergence approach has problems of symmetry, determinism, and power, but above all fails to reflect the nature of negotiation as practiced. Negotiators begin by groping for a jointly agreeable formula that will serve as a referent, provide a notion of justice, and define a common perception on which implementing details can be based. Power makes the values fit together in the package and timing is important to making the formula stick. The article provides examples from cases and experiments are discussed, including the results of a new survey of UN ambassadors using miniscenarios. Finally, the strengths and weaknesses of the formula/detail approach are assessed.

Suggested Citation

  • William Zartman, 1977. "Negotiation as a Joint Decision-Making Process," Journal of Conflict Resolution, Peace Science Society (International), vol. 21(4), pages 619-638, December.
    • Handle: RePEc:sae:jocore:v:21:y:1977:i:4:p:619-638
    DOI: 10.1177/002200277702100405
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    Cited by:

    1. Buckley, Kristy J. & Newton, Peter & Gibbs, Holly K. & McConnel, Ian & Ehrmann, John, 2019. "Pursuing sustainability through multi-stakeholder collaboration: A description of the governance, actions, and perceived impacts of the roundtables for sustainable beef," World Development, Elsevier, vol. 121(C), pages 203-217.
    2. Fran Ackermann & Colin Eden & Igor Pyrko, 2016. "Accelerated Multi-Organization Conflict Resolution," Group Decision and Negotiation, Springer, vol. 25(5), pages 901-922, September.
    3. Michael Filzmoser & Johannes R. Gettinger, 2019. "Offer and veto: an experimental comparison of two negotiation procedures," EURO Journal on Decision Processes, Springer;EURO - The Association of European Operational Research Societies, vol. 7(1), pages 83-99, May.

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