Flexibility in Negotiation and Mediation

Dados Bibliográficos

ID9773322
AutoresDaniel Druckman (0000-0002-0003-5620, City, University of London, autor correspondente), Christopher Mitchell (0000-0001-6523-0382, City, University of London)
Ano1995
Volume542
Fascículo1
Páginas10-23
Data de publicação1995-11-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoThe Annals of the American Academy of Political and Social Science (JOURNAL)
Identificadores do periódicoISSN: 0002-7162 • E-ISSN: 1552-3349
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/0002716295542001002
OpenAlexW2096573582
IdiomaEN
Citações recebidas14
Referências citadas20

This introductory article provides an overview of the concept of flexibility and the articles to follow. Both positive and problematic aspects of flexibility for conflict resolution are discussed: if manifest in joint problem-solving behavior, flexibility can contribute to improved negotiated outcomes; if used tactically by one or another party, it can lead to unfavorable outcomes for at least one of the parties. Flexibility can be understood at each of three levels of analysis—individual, small group, and organizational behavior—and the articles in this collection reflect these different levels. A variety of factors have been shown to influence flexible behavior, including the way negotiators plan, their orientations, tactics, and a number of aspects of the negotiating situation. These and other factors are treated in the articles to follow, each of which is summarized in this article. The articles in this collection are intended to contribute to our understanding of this concept, and the key lessons learned are presented in a final article

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