Rational inefficient compromises in negotiation
Gregory E. Kersten, Geoffrey R. Mallory
Abstract
Open-access reader
Gregory E. Kersten, Geoffrey R. Mallory
Abstract
Open-access reader
It has often been assumed that rational negotiators who achieve inefficient compromises should accept Pareto improvements suggested by some external party, such as an expert mediator, or a computer system. Following this assumption an argument is made to give legitimacy to efficient compromises generated by a negotiation support system or to entice a partymove to a Pareto improvement. The simplificatons made in model construction on the one hand and the very narrow and limited considerations of rationality in present negotiation support systems on the other, suggest a different approach to support. This approach is based on engaging users to a sound process confronting them with their inconsisencies rather than providing solutions or promoting improvements.
OpenAlex reports 18 citations for this work. Citation counts describe recorded attention and do not establish research quality.
A contribution statement is not available in the OpenAlex record.
Method details are not available in the OpenAlex metadata.
Findings are not separately available in the OpenAlex metadata.
Limitations are not available in the OpenAlex metadata.
Application details are not available in the OpenAlex metadata.
It has often been assumed that rational negotiators who achieve inefficient compromises should accept Pareto improvements suggested by some external party, such as an expert mediator, or a computer system. Following this assumption an argument is made to give legitimacy to efficient compromises generated by a negotiation support system or to entice a partymove to a Pareto improvement. The simplificatons made in model construction on the one hand and the very narrow and limited considerations of rationality in present negotiation support systems on the other, suggest a different approach to support. This approach is based on engaging users to a sound process confronting them with their inconsisencies rather than providing solutions or promoting improvements.
Key concepts: Negotiation, Fallacy, Sociology, International business, Management, Media studies, Library science, Operations research