NegotioPoly: a holistic gaming approach to negotiation teaching

Purpose Based on Behavioral Theory of Negotiations (Walton & McKersie, 1965), the purpose of this paper is to discuss the existing gap between negotiation theory and pedagogy and presents an experiential teaching tool that closes this gap. The tool is a ‘serious game’ (Abt, 1975) that reinforces all four core negotiation subprocesses while allowing students to practice their negotiation skills and several critical business competencies in a realistic and improvisational context. Design/methodology/approach After successfully using NegotioPoly for five years, qualitative and quantitative data were collected in three sections of negotiation classes to assess student learning and behaviors while playing NegotioPoly and to collect student feedback on the effectiveness of NegotioPoly in teaching and reinforcing key negotiation skills. Findings Findings support that NegotioPoly is highly effective in engaging students in a series of realistic negotiations, joint problem solving and strategic decision-making. Results show that, during the game, students demonstrate their negotiation skills and learnings, and they practice all four negotiation subprocesses of distributive, integrative and intraorganizational bargaining and attitudinal structuring. Practical implications NegotioPoly enables students to engage in distributive and integrative bargaining, multiple levels of negotiations and coalitions in quick succession. Students practice organizational politics and adjust their negotiations based on relationships and social realities, as they demonstrate advanced deal-making behaviors and core business competencies of problem solving, decision-making, analytical skills and ability to work with others. Social implications NegotioPoly reinforces core business competencies such as negotiation, problem solving, analytical skills and the ability to work in teams that employers look for and, therefore, is a useful tool for preparing students for the business world. Originality/value NegotioPoly is an experiential learning tool that closes the gap between negotiation theory and pedagogy while providing deep learning and realistic practice opportunities for students where they can use their negotiation skills in a gaming environment that uses multi-party and multi-round negotiations.

Human-Machine Cooperative Decision Making Outperforms Individualism and Autonomy

<div>The experiment reported in this paper provides a first experimental evaluation of human-machine cooperation on decision level: It explicitly focuses on the interaction of human and machine in cooperative decision making situations for which a suitable experimental design is introduced. Furthermore, it challenges conventional leader-follower approaches by comparing them to newly proposed automation designs based on cooperative decision making models. These models originate from negotiation theory and game theory and allow for an investigation of cooperative decision making between equal partners. This equality is motivated by similar approaches on the action level of human-machine cooperation. <br></div><div>The experiment’s results indicate an added value of the proposed automation designs in terms of objective cooperative performance as well as human trust in and satisfaction with the cooperation. Hence, the experiment yields the same insight on decision level as already observed on action level: it may be beneficial to design machines as equal cooperation partners and in accordance to models of emancipated human-machine cooperation.</div>

Human-Machine Cooperative Decision Making Outperforms Individualism and Autonomy

<div>The experiment reported in this paper provides a first experimental evaluation of human-machine cooperation on decision level: It explicitly focuses on the interaction of human and machine in cooperative decision making situations for which a suitable experimental design is introduced. Furthermore, it challenges conventional leader-follower approaches by comparing them to newly proposed automation designs based on cooperative decision making models. These models originate from negotiation theory and game theory and allow for an investigation of cooperative decision making between equal partners. This equality is motivated by similar approaches on the action level of human-machine cooperation. <br></div><div>The experiment’s results indicate an added value of the proposed automation designs in terms of objective cooperative performance as well as human trust in and satisfaction with the cooperation. Hence, the experiment yields the same insight on decision level as already observed on action level: it may be beneficial to design machines as equal cooperation partners and in accordance to models of emancipated human-machine cooperation.</div>

PREVENTIF STATE ASSET MANAGEMENT VS SULTAN GROUND: A STUDY CASE IN SPECIAL REGION OF YOGYAKARTA

This research uses principal negotiation theory to identify further a dispute emerging between the state asset manager, the central government, and the special local government, the sultanate government. This study examines the dispute resolution and the implementation of the dispute resolution between applying the Yogyakarta Privileges Act to the management of State Property. This research uses study literature, secondary data and then is analyzed qualitatively. This study explains that dispute resolution outside the court is more effective and efficient in managing state property. The costs incurred are enormous, and the time required is extensive. Therefore, it is better to immediately design policies, breakthroughs, and arrangements for resolving disputes between state property and sultanate ground. This study was conducted in the Indonesian context. However, the study's findings may not be generalizable to State Asset Management in other countries, especially the Western ones. These findings are likely to have significant implications for State Asset Management in designing and implementing how to resolve dispute problems in asset management in the unique region of Yogyakarta.

Kajian Dinamika Kesetaraan Gender Pada Film Ki dan Ka

Patriarchal culture has long been rooted in society, regulating all aspects of life for both men and women. One of them is married life. Men and women are equally required to fulfill traditional roles according to patriarchal standards. Men are required to provide breadwinners, while women only do domestic work. Women work only to support their husbands. Ki&Ka film tries to show a different role from what is usual in society. So this film aims to describe the visualization of the dynamics of gender equality in the Ki & Ka film. The theory used in this research is the Identity Negotiation Theory by Stella Ting-Toomey. This theory seeks to explore the ways in which identity is negotiated in interactions with other people, especially in different cultures. The method used is semiotic analysis, by trying to analyze the symbols that appear in this film. The results showed that Ki and Ka were able to show the dynamics of identity negotiations such as efforts to fit in with the environment, showing self-identity and the turmoil of people around when gender equality was trying to be applied in society.

An Analysis of the Singapore and Hanoi Denuclearization Summits between the United States and North Korea from a Negotiation Theory Perspective

This article analyzed the two summits between United States (U.S.) President Donald Trump and North Korean leader Kim Jong-un at Singapore and Hanoi in 2018 and 2019 respectively, from a negotiation theory perspective. The results of the analysis showed that the goals and bottom lines of the negotiation between the U.S. and North Korea were quite opposite to reach a meaningful agreement because the former wanted to dismantle North Korean nuclear weapons while the latter did not. President Trump opted for a hard positional negotiation strategy at the Hanoi summit, unlike the soft positional negotiation strategy he opted at the Singapore summit. However, Kim Jong-un maintained a hard positional strategy throughout the whole process which led to the failure of these summits. When it comes to a “Best Alternative to a Negotiated Agreement” (BATNA), President Trump did not imply any BATNA before or during the Singapore summit, while Kim demonstrated a new BATNA, i.e. China. However, both leaders did not prepare any BATNA for the Hanoi summit, except for a collapse of the negotiation by the U.S. Both of them depended on a top-down decision-making style throughout the whole negotiations without the working-level officials in the decisions. By analyzing all these, the article found that President Trump did not follow the recommendations that negotiation theorists had suggested for a successful negotiation, failing to achieve any progress on the denuclearization of North Korea.

Tidayu ethnic harmonization in semiotic review of face negotiations conflict styles

The various ethnic groups with distinctive characteristics of each culture in Indonesia have consequences for potential conflicts among them. Tidayu ethnicity is a complete reflection of the interwoven between the three dominant ethnicities in the West Kalimantan region, including: Tionghoa, Dayak, and Malay. This study aims to reveal the meaning of the various signs displayed by the style of inter-ethnic conflict in a video show entitled �Bhinneka Tunggal Ika� with a review of the face negotiation theory proposed by Stella Ting-Toomey. The Thomas Albert Sebeok's Six Sign Semiotics method is used to examine the audio-visual data. The results of the research show that there is a harmonization of signs of various styles of conflict between ethnic groups, so that it becomes a great strength for the Indonesian Nation and State in particular to increase its social solidarity.

Modelling Stakeholder Dynamics for Supporting Group Decision and Negotiation: Theory to Practice

Group Decision and Negotiation methods can help identify optimal, or efficient, solutions to complex problems and so aid decision-makers. However, recommendations depend for their success, in part, on their political feasibility within, usually, complex organisational settings. A part of the complexity of effective implementation derives from understanding the responses of stakeholders to the proposed decisions. The responses of stakeholders can be complex because stakeholders respond not just to the decision but also to the responses of other stakeholders. When the recommendations are very important, and when the possible stakeholder responses are likely to be complex, then the use of some form of modelling of stakeholder dynamics is likely to be helpful. This paper proposes such a modelling process designed to aid the thinking of a decision-making team as they seek to ensure their decision is politically feasible. The modelling process is designed to facilitate effective negotiation in groups about the potential impact of stakeholder responses. The modelling process is illustrated through a real case.

Expanding Travel Constraint Negotiation Theory: An Exploration of Cognitive and Behavioral Constraint Negotiation Relationships

Travel participation and preferences are impacted by a range of constraints, which can be overcome using behavioral (i.e., actions) and cognitive (i.e., mental) constraint negotiation strategies. Given the limited focus on cognitive negotiation in tourism research, this study aims to expand travel constraint negotiation theory using a sequential mixed-methods approach. Qualitative interviews (n=27) with travelers affected by constraints were used to identify emergent themes of cognitive constraint negotiation. A quantitative survey (n=978) was conducted to empirically test hypothesized relationships between constraints and cognitive as well as behavioral negotiation strategies. Results showed cognitive constraint negotiation (1) involved either changes in perceptions of a constraint or travel aspirations, (2) was positively related to behavioral strategies, and (3) mediated the relationship between constraints and behavioral negotiation strategies. Consequently, cognitive constraint negotiation was found to play a more important role than suggested in past studies.

Negotiation

The first high-level attempt to negotiate an end to the conflict took place in July 1972 when a team of six IRA leaders was flown to London to negotiate with Secretary of State William Whitelaw. Existing accounts argue that those talks failed because the IRA made impossible demands driven by ideological extremism. Chapter Two provides an alternative analysis that re-examines the IRA’s ideological positions in the context of its negotiating relationship with the British government. It highlights the political flexibility that underlay the IRA’s often harsh and uncompromising rhetoric. It draws on negotiation theory to explain the failure of this first engagement, arguing that internal struggles and lack of centralized control are more important than ideological rigidity in explaining the breakdown.