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The term negotiation conjures up a variety of images in people's minds, most notably deal making and dispute resolution. Indeed, individuals negotiate job assignments, supplier contracts, joint ventures, and the resolution of conflict in the workplace. Whether applied to crafting deals or resolving disputes, negotiation refers to a joint decision-making process in which two or more parties, whose interests conflict, attempt to reach an agreement. When negotiations become difficult or impossible, and when the costs of disagreement are high, others often intervene. These third parties typically act as mediators or arbitrators as they assist negotiators in reaching agreement.

Negotiation, mediation, and arbitration are therefore distinct but related processes. An important difference among them, however, is in the degree of control individuals have over the process (i.e., how they come to agreement) and over the outcome (i.e., what agreement they reach). In negotiation, parties generally have a high degree of control over both process and outcome. For example, job candidates and recruiters work together through discussion and exchange of offers in an attempt to craft an agreement that is mutually acceptable.

When third parties become involved, however, negotiators (or disputants) relinquish some control for the sake of reaching agreement. In mediation, they give up control over the process, and in arbitration they give up control over the outcome. In other words, mediators work with the parties to help them develop and endorse an agreement, whereas arbitrators listen to the parties and impose a decision.

The study of negotiation and third-party processes has a long and somewhat fragmented history. In part, this complicated past arises from differences in the nature of the processes themselves and their objectives, as well as differences in their intellectual traditions. Not surprisingly, each has its distinct challenges; together, though, they promote processes designed to help individuals with diverse preferences work together to enhance individual and organizational effectiveness.

Negotiation

Because of its link to deal making, negotiation is often conceptualized primarily in economic terms. Economists, some of the first scholars to study the topic, tend to adopt a prescriptive approach; that is, they analyze the outcomes that should result assuming that negotiators act rationally. From this perspective, negotiators are often believed to be Olympian, meaning that they are fully informed, having perfect information about their preferences, their counterpart's preferences, the possible outcomes, and the expected utility or value associated with those outcomes. They are also believed to be motivated exclusively by self-interest, striving to make choices that maximize their individual outcomes.

Psychologically oriented researchers have challenged this perspective, pointing out that it fails to capture the experiences of negotiators and the complexity of their motivation. In reality, negotiators rarely know their counterpart's preferences and sometimes are even unsure about their own preferences, which may shift during the course of a negotiation. Moreover, negotiators are often concerned about the other party's outcomes as well as their own, suggesting that self-interest is not the only motivation.

Other perspectives have emerged, most notably cognitive and behavioral perspectives that are primarily descriptive and emphasize negotiator aspirations, perceptions, and behavior. Unlike the traditional economic approach, these perspectives focus on conflict situations as they are understood by actual negotiators who often have incomplete and perhaps biased information, limited cognitive capacity to remember facts and imagine possible alternatives, and multiple (often conflicting) motives. Psychological approaches analyze negotiation from a negotiator's point of view and identify the main tasks of negotiation.

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