Beyond Frogs and Scorpions: A Risk‐Based Framework for Understanding Negotiating Counterparts' Ethical Motivations

Managing the flow of valid information is one of the biggest challenges that negotiators face. The high incidence of questionable or unethical negotiating tactics has been well documented, but ways of dealing with the deceptive practices of a counterpart have received comparatively little attention. In this article, we suggest that, in addition to avoidance and confrontation, negotiators typically attempt to manage the unethical tendencies of their counterparts through twelve neutralizing approaches. These approaches are based on four types of perceived risk that counterparts often consider when deciding whether to use ethically ambiguous negotiation tactics: risks to immediate or short‐term goals/tasks; risks to immediate or short‐term relationship(s); risks to future or long‐term goals/tasks; and, risks to future or long‐term relationships. By applying expectancy theory, resource dependency theory, social identity theory, and social network theory to this framework, we have developed propositions related to these twelve neutralizing approaches. We also discuss the opportunities and challenges related to evaluating these propositions in future research.     

Crisis (hostage) negotiators weigh in: the skills,behaviors, and qualities that characterize an expert crisis negotiator

This research identified what skills, behaviors, and qualities experienced crisis (hostage) negotiators believe enhance or harm their success during negotiation. 188 negotiators from various countries (primarily United States) voluntarily completed an online survey in which they listed the aforementioned characteristics and reported on various aspects of their own background and behaviors. Open-response questions were coded and quantitative methods revealed what qualities were listed most frequently by negotiators. Active listening, displays of empathy, effective communication, and remaining calm and collected appear at the top of their to-do lists. Conversely, being confrontational, arguing, yelling, and interrupting were reported as behaviors to be avoided. Most negotiators attend trainings multiple times a year and read on the topic of crisis negotiation. About half follow a model during negotiations, typically the FBI’s Behavioral Change Stairway Model. Findings are discussed with relevance to future research directions and improvement of negotiator trainings.     

浅议劫持人质案件中的谈判工作

在劫持人质案件中,人质谈判是一项重要的工作,作为指挥人员及参案民警应明确谈判的功用,做好人质谈判的准备工作,并掌握人质谈判的一般模式,注意在谈判中出现的问题,才能在以后进程中采取相应的对策。     

The matrix of complex negotiations case study： Negotiating with the Chinese at a time of crisis

This paper seeks to outline the profile of the Chinese negotiators in light of the negotiations that took place during the month of October 2008 between a major Brazilian importer of manufactured goods, which the authors will call ＂Brazilian company＂ and six Chinese companies from the cities of Guangzhou, Pinghu and Hangzhou. The authors will provide succinct examples of stages in the negotiation process and seek to link them to the ten elements of the matrix of complex negotiations, namely： context, interests, options, power, cognition, relationship, concessions, compliance, criteria and time; There are four steps involved in the process： preparation, value creation, value division and execution.     

Conflict Resolution: Lessons from the Dayton Peace Process

The Bosnian War (1992–1995) was one of the most brutal conflicts in Europe since the end of World War II. Thirty‐four cease‐fires failed to produce peace in Bosnia and Herzegovina until the late American diplomat, Richard Holbrooke, brokered one that set the stage for a series of negotiations—starting in the Balkans and ending in Dayton, Ohio. The Dayton peace process finally terminated the Bosnian War. The interplay of military intervention by the North Atlantic Treaty Organization and diplomacy by the United States was remarkable. This article highlights thirteen conflict resolution lessons or “Holbrookeisms” that can be learned from the Dayton peace process. Some aspects of Holbrooke's approach toward the peace process helped him to successfully mediate an end to the Bosnian War, while others contributed toward some of the existing cleavages in today's Bosnian society.     

员工短期外借 —— 企业用工调剂可行性探索

企业用工调剂是指企业因生产淡旺季不同,彼此之间通过协商,短期互借员工,以解决企业生产淡旺季员工富余与短缺问题,在保障企业正常生产的同时,也提高企业生产淡季企业员工收入,稳定了企业员工队伍,一举多得。企业用工调剂属于"灵活用工方式",但不同于劳务派遣、帮工队等非标准劳动关系用工形式。为保障用工调剂有序开展,需要加强用工调剂信息平台与协商渠道建设,解决用工调剂所涉及劳动关系与人力资源管理问题。     

Outbursts: An Evolutionary Approach to Emotions in the Mediation Context

Evolutionary psychology offers a powerful framework for understanding the ultimate function of emotions, and that understanding can be applied usefully in the mediation context. In this article, we first introduce the relevant theoretical foundational assumptions of the evolutionary approach to emotions and then use anger and gratitude to illustrate the evolved functions and effects of emotions on cognition and behavior before exploring specific implications for mediation. We also discuss mediator strategies for leveraging anger and gratitude, as well as the potential for future research applying an evolutionary approach to understanding emotions in mediation.     

BABO Negotiating: Enhancing Students’ Perspective‐Taking Skills

Negotiation educators recognize that collaborative problem‐solving is a critical negotiation skill. Negotiation outcomes are often better when negotiators take a collaborative approach to the process, and they are better able to do this when they are able to take the perspective of the person with whom they are negotiating. Over the years, I have developed several techniques to help my students improve their collaboration and perspective‐taking skills. One of these techniques is to use collaborative terminology (BABO = both are better off) rather than more competitive language (win‐win). In this article, I describe the strategies I employ in my negotiation class to increase students’ perspective‐taking capacities and discuss how this focus enhances their ability to negotiate collaboratively.     

Municipal Leadership of Climate Adaptation Negotiations: Effective Tools and Strategies in Houston and Fort Lauderdale

Negotiation analysis of climate change–related issues has largely focused on public dispute resolution mechanisms that are typically applied in the face of specific environmental crises, or on multiparty diplomacy relating to international climate agreements. Mayors and other municipal leaders, however, are increasingly taking steps to negotiate urban planning efforts with stakeholders to implement policies for managing the intensifying impact of climate change. In this article, we analyze negotiations in Houston, Texas, and Fort Lauderdale, Florida, to identify which methods municipal leaders employed to conduct negotiations to implement climate adaptation policies and also consider whether those methods were effective. The two cities present two differing city management structures: Houston has a strong mayor‐driven system, while Fort Lauderdale uses a city commission and city manager system. In this article, we examine the barriers that leaders must overcome and consider their options for negotiating lasting agreements.