Agenda setting in real-life negotiations
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Many negotiators in union/management disputes or business, academic, legal, political, religious and social settings work with multiple parties. Frequently several parties join together against a more powerful employer or group despite not having identical needs, goals and interests. This article compares “real life” accounts of the strategies used by three experienced union and management negotiators with recommendations derived from laboratory research which examine the effect of issue agendas, decision rules and power imbalances on the quality of negotiated agreements in classroom settings using simulated problems.
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