When Negotiations Become Routine: Not Reinventing the Wheel While Thinking Outside the Box

In this article, we seek to apply the insights of recent research on routine to the context of repeated negotiations. To demonstrate the link between both concepts, we introduce an analytical framework in which we identify different negotiation situations in which routine can develop. We distinguish two dimensions of the negotiation process: a problem-solving dimension and a communication dimension. Our framework for analyzing the role of routine in negotiation is built around these two dimensions. We define those skills that we argue in repeated negotiations can help negotiators manage particular kinds of negotiations depending on the level and type of routinization that type of negotiation involves. Moreover, we demonstrate that our framework is inherently dynamic, which we illustrate with simplified business examples.     

Some Men Named William Hunter

The Hunter family of Rhode Island produced two important American diplomatists of the nineteenth century. The elder William Hunter served for nine years as the American envoy to Brazil, where he exerted positive influence over the young emperor, Dom Pedro II. The younger William Hunter entered the Department of State in 1829 and spent fifty-seven years there under twenty-one Secretaries of State. For decades the department's third-ranking officer, he became its “mentor and authority.” The overlapping careers of Hunter and his two successors helped guide American diplomacy until 1937.