000			03593nam a2200349Ia 4500
001			1582
008			230305s2002 xx 000 0 und d
020			_a9780674024144
041			_aeng
245		0	_aNegotiation analysis
260			_a _bBelknap Harvard, _c2002
300			_axiv, 548 p. : ill. ; 26 cm.
500			_athe science and art of collaborative decision making
505			_aPart I. Fundamentals 1. Decision Perspectives On four approaches to decision making 2. Decision Analysis On how individuals should and could decide 3. Behavioral Decision Theory On the psychology of decisions; on how real people do decide 4. Game Theory On how rational beings should decide separately in interactive situations 5. Negotiation Analysis On how you should and could collaborate with others Part II. Two-Party Distributive (Win-Lose) Negotiations 6. Elmtree House On setting the stage for adversarial bargaining 7. Distributive Negotiations: The Basic Problem On the essence of noncooperative, win-lose negotiations 8. Introducing Complexities: Uncertainty On deciding to settle out of court and other problems of choice under uncertainty 9. Introducing Complexities: Time On entrapments and downward escalation; on real and virtual strikes 10. Auctions and Bids On comparing different auction and competitive bidding procedures Part III. Two-Party Integrative (Win-Win) Negotiations 11. Template Design On brainstorming alone and together; on deciding what must be decided 12. Template Evaluation On deciding what you need and want 13. Template Analysis (I) On finding a joint compromise for a special simple case 14. Template Analysis (II) On finding a joint compromise for the general case 15. Behavioral Realities On learning how people do negotiate in the laboratory and the real world 16. Noncooperative Others On how to tackle noncooperative adversaries Part IV. External Help 17. Mostly Facilitation and Mediation On helping with people problems 18. Arbitration: Conventional and Nonconventional On how a neutral joint analyst might help 19. What Is Fair? On principles for deciding joint outcomes 20. Parallel Negotiations On negotiating without Negotiating Part V. Many Parties 21. Group Decisions On organizing and managing groups 22. Consensus On how to achieve a shared agreement for all 23. Coalitions On the dynamics of splitting and joining subgroups 24. Voting On anomalies of collective action based on voting schemes 25. Pluralistic Parties On dealing with parties fractured by internal conflict 26. Multiparty Interventions On the role of external helpers in multiparty negotiations 27. Social Dilemmas On the conflict between self-interest and group interest References Note on Sources Index
520			_aWritten by the author of 'The Art and Science of Negotiation', this title incorporates three strands of inquiry: individual decision analysis, judgmental decision making, and game theory.
630			_aHD INDUSTRIES. LAND USE. LABOR _937
650		0	_aNegotiation in business _927
650		0	_aNegotiation _963
650		0	_a Decision making _9339
650			_aGame theory _91631
650			_a _912
700			_aMetcalfe, David _eAuthor _98196
700			_aRaiffa, Howard _eAuthor _98197
700			_aRichardson, John _eAuthor _98198
856			_uhttps://books.google.es/books?id=Hb3zkrDNwwQC&printsec=frontcover&dq=negotiation+analysis+raiffa&hl=ca&sa=X&redir_esc=y#v=onepage&q=negotiation%20analysis%20raiffa&f=false
902			_a369
905			_am
912			_a2002-01-01
942			_a1
953			_d2016-10-07 15:05:39
999			_c1592 _d1592