Abstract
The common element of all negotiations is change. Design is the key to directing and managing change, and resource allocation is the most critical component of design. Negotiations about change are, therefore, fundamentally, negotiations about design and resource allocation. Negotiations vary along a continuum, from those in which negotiators have consonant interests (share objectives) to discordant ones (disagree about appropriate objectives). The joint distribution of all possible payoffs defines thestructure of the negotiation problem—the opportunities the problem affords and constraints it imposes on negotiators. The analytical mediation approach supports the activities of an impartial, neutral third party who attempts to assist the disputants to reach a mutually satisfactory agreement. It makes use of different types of techniques to support negotiations, depending on their location along the negotiation continuum. Two case studies involving analytical mediation are reported. One case study involves a budgeting exercise, in which the negotiators' interests were essentially consonant. The second case study involves a labor-management contract problem, in which the negotiators' interests were highly discordant.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
BazermanM. H., T.Magliozzi, and M. A.Neale. (1985). “Integrative Bargaining in a Competitive Market,”Organizational Behavior and Human Performance 34, 294–313.
BazermanM. H., and M. A.Neale. (1983). “Heuristics in Negotiation: Limitations to Effective Dispute Resolution.” In M. H.Bazerman and R. J.Lewicki (eds.),Negotiating in Organizations. Beverly Hills: Sage, pp. 51–67.
BrunswikE. (1952).The Conceptual Framework of Psychology. Chicago: University of Chicago Press.
BrunswikE. (1956).Perception and the Representative Design of Experiments. Berkeley: University of California Press.
CarmelE., B. C.Herniter, and J. F.NunamakerJr. (1993). “Labor-Management Contract Negotiations in an Electronic Meeting Room: A Case Study,”Group Decision and Negotiation 2, 27–60.
DarlingT. A., and J. L.Mumpower. (1990). “Modeling Cognitive Influences on the Dynamics of Negotiation.” In R. H.Sprague et al. (eds.),Proceedings of the Twenty-third Annual Hawaii International Conference on System Sciences, Vol. 4. Los Alamitos, CA: IEEE Computer Society Press.
DawesR. M. (1979). “The Robust Beauty of Improper Linear Models of Decision Making,”American Psychologist 34, 571–582.
EdwardsW., and J. R.Newman. (1986). “Multiattribute Evaluation.” In H. R.Arkes and K. R.Hammond (eds.),Judgment and Decision Making. Cambridge: Cambridge University Press.
Executive Decision Services. (1991).POLICY PC Version 3.0 Software for Judgment Analysis Reference Manual. Albany, NY: Executive Decision Services.
ForoughiA., and M. T.Jelassi. (1990). “NSS Solutions to Major Negotiation Stumbling Blocks.” In R. H.Sprague et al. (eds.),Proceedings of the Twenty-third Annual Hawaii International Conference on System Sciences, Vol. 4. Los Alamitos, CA: IEEE Computer Society Press.
LaxD. A., and J. K.Sebenius. (1986).The Manager as Negotiator: Bargaining for Cooperation and Competitive Gain. New York: Free Press.
LowensteinG., L.Thompson, and M. H.Bazerman. (1989). “Social Utility and Decision Making in Interpersonal Contexts,”Journal of Personality and Social Psychology 57, 426–441.
MilterR. G., and J.Rohrbaugh. (1985). “Microcomputers and Strategic Decision Making,”Public Productivity Review 9, 175–189.
MilterR. G., and J.Rohrbaugh. (1988). “Judgment Analysis and Decision Conferencing for Administrative Review: A Case Study of Innovative Policy Making in Government.” In R. L.Cardy, S. M.Puffer, and J. M.Newman (eds.),Advances in Information Processing in Organizations. Greenwich CT: JAI Press.
MumpowerJ. L. (1991). “The Judgment Policies of Negotiators and the Structure of Negotiations,”Management Science 37, 1304–1324.
MumpowerJ. L., and T. A.Darling. (1991). “A Structural Analysis of Resource Allocation Negotiations and Implications for Negotiation Support System Design.” In J. F.Nunamaker (ed.),Proceedings of the Twenty-fourth Annual Hawaii International Conference on System Sciences, Vol. 3. Los Alamitos, CA: IEEE Computer Society Press. pp. 641–649.
MumpowerJ. L. (1988). “An Analysis of the Judgmental Components of Negotiation and a Proposed Judgmentally-Oriented Approach to Mediation.” In B.Brehmer and C. R. B.Joyce (eds.),Human Judgment: The Social Judgment Theory Approach. Amsterdam: North-Holland, pp. 465–502.
MumpowerJ. L., S. P.Schuman, and A.Zumbolo. (1988). “Analytical Mediation: An Application in Collective Bargaining.” In R. M.Lee, A. M.McCosh, and P.Migliarese (eds.),Organisational Decision Support Systems. Amsterdam: North-Holland.
PhillipsL. D. (1988). “Requisite Decision Modeling for Technological Projects.” In C.Vlek and G.Cvetkovich (eds.),Social Decision Methodology for Technological Projects. Amsterdam: North Holland.
PruittD. G., and J. Z.Rubin. (1986).Social Conflict: Escalation, Stalemate, and Settlement. New York: Random House.
RaiffaH. (1982).The Art and Science of Negotiation. Cambridge, MA: Belknap/Harvard.
RohrbaughJ. (1988). “Cognitive Challenges and Collective Accomplishments.” In R. P.Bostrom, R.Watson, and S. T.Kinney (eds.),Computer Augmented Teamwork. New York: Van Nostrand Reinhold.
SchrageL. (1991).LINDO: An Optimization Modeling System. South San Francisco: The Scientific Press.
SchumanS. P., and J.Rohrbaugh. (1991). “Decision Conferencing for Systems Planning,”Information and Management 21, 147–159.
SimonH. (1969).Sciences of the Artificial. Cambridge, MA: MIT Press.
StewartT. R. (1988). “Judgment Analysis: Procedures.” In B.Brehmer and C. R. B.Joyce (eds.),Human Judgment: The Social Judgment Theory Approach. Amsterdam: North-Holland.
ThompsonL. (1992). “A Method for Examining Learning in Negotiation,”Journal of Experimental Social Psychology 26, 528–544.
ThompsonL. (1990). “The Influence of Experience on Negotiation Performance,”Group Decision and Negotiation 1, 71–84.
ThompsonL., and R.Hastie. (1990). “Social Perception in Negotiation,”Organizational Behavior and Human Decision Performance 47, 98–123.
VariA., and J.Rohrbaugh. (1996). “Decision Conferencing GDSS in Environmental Policy Making: Developing a Long-Term Environmental Plan in Hungary.”Risk Decision and Policy 1, 38–51.
WaltonR. E., and R. B.McKersie. (1965).A Behavioral Theory of Labor Negotiations. New York: McGraw-Hill.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Mumpower, J.L., Rohrbaugh, J. Negotiation and design: Supporting resource allocation decisions through analytical mediation. Group Decis Negot 5, 385–409 (1996). https://doi.org/10.1007/BF02404642
Issue Date:
DOI: https://doi.org/10.1007/BF02404642