Summary
In this chapter, most negotiation theory has been developed under the assumption that negotiation is a bilateral process – that there are only two focal negotiators or teams of negotiators opposing each other. Yet many negotiators are multilateral or group deliberations – more than two negotiators are involved, each with his or her own interests and positions, and the group must arrive at a collective agreement regarding a plan, decision, or course of action. In this chapter, we explored the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two-party negotiations. I present here a brief set of questions that any participant in negotiations involving coalitions, multiple parties, or teams should keep in mind:
- What are the consequences of the parties failing to agree to the increased complexities? What happens if there is no agreement?
- How will the parties involved make a decision? That is, what decision rules will be used? Why are these best possible rules?
- How can the parties use interactions – multiple rounds of discussion – to achieve their objectives?
- Do we need a designed chair or facilitator? Should it be a neutral outsider, or can one of the parties fill this role? What tactics can a facilitator use to manage group process in order to ensure that the best decision is reached?
In this chapter focused the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two- party negotiations.
