Skip to main content
Log in

Relevance trees and mediation

  • In Theory
  • Published:
Negotiation Journal

Conclusion

Relevance trees attempt to capture the decisions mediators make at various times, and offer guidance as to which strategies may be particularly appropriate for particular types of disputes. The relevance tree can be useful for helping the mediator take a rigorous and systematic approach to problem solving. A relevance tree can call attention to features of a dispute that a third party—particularly an inexperienced third party—might overlook. Therefore, relevance trees have implications for mediator training.

The approach also has implications for the generation of testable research hypotheses. For example, experienced mediators should have more fully developed trees than inexperienced mediators. Researchers can also compare trees from mediators in various professions (e.g., labor mediators vs. environmental mediators) to determine whether different contingencies affect their decision-making processes or whether mediators generally attend to the same situational characteristics.

Finally, because they are dynamic models, relevance trees offer promise for theoretical developments. Current models do not explicitly incorporate aspects of the mediation process. Relevance trees offer a fresh approach that may eventually lead to a greater understanding of the dynamics of the mediation process.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Ben Yoav, O. andPruitt, D. G. (1983). “Accountability, a two-edged sword: Friend and foe of integrative agreements.” Paper presented at the annual convention of the Eastern Academy of Management, May 19–21, Pittsburgh, Penn.

  • Blake, R. R. andMouton, J. S. (1961). “Loyalty of representatives to ingroup positions during intergroup competition.”Sociometry 24: 177–184.

    Article  Google Scholar 

  • Brown, R. V. (1970). “Do managers find decision theory useful?”Harvard Business Review 48: 78–89.

    Google Scholar 

  • Carnevale, P. J. D. (1986). “Strategic choice in mediation.”Negotiation Journal 2: 41.56.

    Google Scholar 

  • Carnevale, P. J. D. andConlon, D. E. (1986). “Mediator strategies and time pressure: A test of the strategic choice model.” Paper presented at the annual convention of the National Academy of Management, August 13–16, Chicago, Ill.

  • Carnevale, P. J. D., andPegnetter, R. (1985). “The selection of mediation tactics in public-sector disputes: A contingency analysis.”Journal of Social Issues 41: 65–82.

    Article  Google Scholar 

  • Follett, M. P. (1940). “Constructive conflict.” InDynamic Administration: The collected papers of Mary Parker Follett eds. H. C. Metcalf and L. Urwick. New York: Harper.

    Google Scholar 

  • Hamburg, M. (1977).Statistical analysis for decision making 2nd ed. New York: Harcourt, Brace, Jovanovich.

    Google Scholar 

  • Kochan T. A., andJick, T. (1978). “The public sector mediation process.”Journal of Conflict Resolution 22: 209–240.

    Google Scholar 

  • Kolb, D. M. (1983). “Strategy and the tactics of mediation.”Human Relations 36: 247–268.

    Article  Google Scholar 

  • Magee, J. F. (1964). “Decision trees for decision making.”Harvard Business Review 42: 126–138.

    Google Scholar 

  • McGrath, J. H. (1974). “Relevance trees.” InFuturism in education: Methodologies eds. S. P. Hencley and J. R. Yates. Berkeley, Calif.: McCutchan.

    Google Scholar 

  • Pruitt, D. G. (1981).Negotiation behavior New York: Academic Press.

    Google Scholar 

  • Raiffa, H. (1968).Decision analysis: Introductory lectures on choices under uncertainty. Reading, Mass.: Addison-Wesley.

    Google Scholar 

  • Sheppard, B. H. (1983). “Managers as inquisitors: Some lessons from the law.” InNegotiating in organizations eds. M. Bazerman and R. Lewicki. Beverly Hills, Calif.: Sage.

    Google Scholar 

  • Siegel, S., andFouraker, L. E. (1964). “The effects of level of aspiration on the differential payoff in bargaining by bilateral monopolists.” InDecision and choice: Contributions of Sidney Siegel eds. S. Messick and A. H. Brayfield, New York: McGraw-Hill.

    Google Scholar 

  • Smith, A. W. (1982).Management systems: Analysis and applications New York: Dryden.

    Google Scholar 

  • Wall, J. A. (1981). “Mediation: An analysis, review, and proposed research.”Journal of Conflict Resolution 25: 157–180.

    Article  Google Scholar 

  • Winter, F. W. (1985). “An application of computerized decision tree models in management-union bargaining.”Interfaces 15: 74–80.

    Article  Google Scholar 

Download references

Authors

Additional information

Sohail S. Chaudhry is an assistant professor of Management Science at Loyola University of Chicago, 820 N. Michigan Ave., Chicago, Ill. 60611.William H. Ross is an assistant professor of Industrial Relations in the Department of Management at the University of Wisconsin at La Crosse, 1725 State St., La Crosse, Wis. 54601.

An earlier version of this paper was presented at the Midwest Business Administration Association conference, Chicago, Ill., March 25–27, 1987 and appears in the conference proceedings. The authors wish to thank Mrs. Sharon Imes for her gracious assistance with this project.

About this article

Cite this article

Chaudhry, S.S., Ross, W.H. Relevance trees and mediation. Negot J 5, 63–73 (1989). https://doi.org/10.1007/BF01000812

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF01000812

Keywords

Navigation