Preface

Abstract

The expansion of negotiation processes to the group level not only increases the number of parties (with an accompanying increase in range of issues, interests, and positions), but may also change the nature of the negotiation process. More parties means more complexity. Instead of simply revealing, comparing, and trying to reconcile two parties' clear interests, a group may encounter challenges in identifying its interests at all. The existence of the group may exacerbate perceptions of conflict (Chambers & Melnyk, 2006), interfere with information sharing (Stasser & Titus, 1985), create conformity pressures (Asch, 1955), and bias the group toward more extreme positions (Moscovici & Zavalloni, 1969). Just as situating conduct in a group, rather than an individual, qualitatively changes decision making (Janis, 1972), interactions (Tajfel, 2010), and even basic cognition (Hargadon, 1999), so too is it likely to change negotiation.

Citation

Overbeck, J.R. (2011), "Preface", Mannix, E.A., Neale, M.A. and Overbeck, J.R. (Ed.) Negotiation and Groups (Research on Managing Groups and Teams, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. ix-xiii. https://doi.org/10.1108/S1534-0856(2011)0000014003