Compromise, Negotiation and Group Decision


Book Description

Financial support from the following institutions, in addition to the personal contributions of the 200 parti cipants, made the conference an enjoyable event - Universite d' Aix-Narseille III - Centre National de la Recherche Scientifique - City of Aix-en-Provence - Faculte d'Economie Appliquee - G.R.A.S.C.E. Association Fran~aise de Science economique - Air France - Chambre de Commerce et d'Industrie de Marseille - Chambre Regionale de Commerce et d'Industrie (Provence - Alpes - Cote d'Azur - Corse) - Compagnie Fran~aise des Petroles - Conseil General des Bouches-du-Rhone - Conseil Regional (Provence - Alpes - Cote d'Azur) - Electricite de France - Societe Lyonnaise de Banque - Societe Nationale des Chemins de Fer Fran~ais - Union des Assurances de Paris. Both before and during the conference, Hs. Daniele Durieu, Martine Harciano, Magali Orillard and Catherine pivot managed to avoid an always imminent chaos. P. Batteau, C. Jameux, J.L. Le Hoigne and J. de Montgolfier helped intensively in the organizing committee. The preparation of the manuscript owes much to Daniele Durieu and Isabelle ~1ichelot. J .A. Bartoli was most helpful in com~uterizing the preparation of the general index. He also benefited in this last respect of the help of our students I. Bouchet, R. Bout, P. de Cibeins, S. Delaye, C. Mallie, C. Martin, J-F. Morhain, J-C. Picton, N. Vock, all at the Faculte d'Economie Appliquee in Aix-en-Provence.




Leading from the Middle


Book Description

The definitive playbook for driving impact as a middle manager Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization. You’ll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence: Up the chain of command, to your boss and those above them Down, to your direct reports and teams who report to you Laterally, to peers and teams you have no formal authority over Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.




Getting to Yes


Book Description

Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement.




Start with No


Book Description

Start with No offers a contrarian, counterintuitive system for negotiating any kind of deal in any kind of situation—the purchase of a new house, a multimillion-dollar business deal, or where to take the kids for dinner. Think a win-win solution is the best way to make the deal? Think again. For years now, win-win has been the paradigm for business negotiation. But today, win-win is just the seductive mantra used by the toughest negotiators to get the other side to compromise unnecessarily, early, and often. Win-win negotiations play to your emotions and take advantage of your instinct and desire to make the deal. Start with No introduces a system of decision-based negotiation that teaches you how to understand and control these emotions. It teaches you how to ignore the siren call of the final result, which you can’t really control, and how to focus instead on the activities and behavior that you can and must control in order to successfully negotiate with the pros. The best negotiators: * aren’t interested in “yes”—they prefer “no” * never, ever rush to close, but always let the other side feel comfortable and secure * are never needy; they take advantage of the other party’s neediness * create a “blank slate” to ensure they ask questions and listen to the answers, to make sure they have no assumptions and expectations * always have a mission and purpose that guides their decisions * don’t send so much as an e-mail without an agenda for what they want to accomplish * know the four “budgets” for themselves and for the other side: time, energy, money, and emotion * never waste time with people who don’t really make the decision Start with No is full of dozens of business as well as personal stories illustrating each point of the system. It will change your life as a negotiator. If you put to good use the principles and practices revealed here, you will become an immeasurably better negotiator.




Readings in Multiple Criteria Decision Aid


Book Description

Multiple Criteria Decision Aid is a field which has seen important developments in the last few years. This is not only illustrated by the increasing number of papers and communications in the scientific journals and Congresses, but also by the activities of several international working groups. In 1983, a first Summer School was organised at Catania (Sicily) to promote multicriteria decision-aid in companies and to encourage specialists to exchange didactic material. The second School was held in 1985 at Narnur (Belgium) and I am pleased now to present the selected readings from the "Third International Summer School on Multicriteria Decision Aid: Methods, Applications and Software", which took place in Monte Estoril (Portugal), in 1988. was the quality of the contributions presented by the Such during the Summer School that I have decided to take lecturers advantage of this opportunity to produce a more carefully prepared and homogeneous book rather than a simple volume of proceedings. All the initial versions of the selected papers were revised and some, although not included in the programme of the School, were written in order to give a more complete overview of the MCDA field.







Handbook of Group Decision and Negotiation


Book Description

Publication of the Handbook of Group Decision and Negotiation marks a milestone in the evolution of the group decision and negotiation (GDN) eld. On this occasion, editors Colin Eden and Marc Kilgour asked me to write a brief history of the eld to provide background and context for the volume. They said that I am in a good position to do so: Actively involved in creating the GDN Section and serving as its chair; founding and leading the GDN journal, Group Decision and Negotiation as editor-in-chief, and the book series, “Advances in Group Decision and Negotiation” as editor; and serving as general chair of the GDN annual meetings. I accepted their invitation to write a brief history. In 1989 what is now the Institute for Operations Research and the Management Sciences (INFORMS) established its Section on Group Decision and Negotiation. The journal Group Decision and Negotiation was founded in 1992, published by Springer in cooperation with INFORMS and the GDN Section. In 2003, as an ext- sion of the journal, the Springer book series, “Advances in Group Decision and Negotiation” was inaugurated.




Epistemic Logic and the Theory of Games and Decisions


Book Description

The convergence of game theory and epistemic logic has been in progress for two decades and this book explores this further by gathering specialists from different professional communities, i.e., economics, mathematics, philosophy, and computer science. This volume considers the issues of knowledge, belief and strategic interaction, with each contribution evaluating the foundational issues. In particular, emphasis is placed on epistemic logic and the representative topics of backward induction arguments and syntax/semantics and the logical omniscience problem. Part I of this collection deals with iterated knowledge in the multi-agent context, and more particularly with common knowledge. The first two papers in Part II of the collection address the so-called logical omniscience problem, a problem which has attracted much attention in the recent epistemic logic literature, and is pertinent to some of the issues discussed by decision theorists under the heading 'bounded rationality'. The remaining two chapters of section II provide two quite different angles on the strength of S5 (or the partitional model of information)- and so two different reasons for eschewing the strong form of logical omniscience implicit in S5. Part III gives attention to application to game theory and decision theory.




Electoral Systems


Book Description

Both theoretical and empirical aspects of single- and multi-winner voting procedures are presented in this collection of papers. Starting from a discussion of the underlying principles of democratic representation, the volume includes a description of a great variety of voting procedures. It lists and illustrates their susceptibility to the main voting paradoxes, assesses (under various models of voters' preferences) the probability of paradoxical outcomes, and discusses the relevance of the theoretical results to the choice of voting system.




Systems Thinking in Europe


Book Description

The theme ofthe conference at which the papers in this book were presented was'Systems Thinking in Europe'. Members of the United Kingdom Systems Society (UKSS) were conscious that the systems movementflourishes notonly in the UK, America and the Antipodes, but also in continental Europe, both East and West, and in the USSR, a nation increasingly being welcomed by the European comity. Membership of the UKSS had not perhaps had the opportunity, however, of hearing important new ideas from continental Europe, and this conference provided an opportunity to do so. Some interesting papers are to be found here from both the West and the East, if the editors may be forgiven for perpetuating what may be an increasingly irrelevant dichotomy. One lesson to be learned from this conference, though, is that systems thinking is truly international. This is not to say that there is one systems paradigm unifonnly applied, however. Perhaps the core of systems thinking is that one is interested in complex 'wholes' with emergent properties, to which cybernetic ideas can be applied. Examples of such systems thinking can be found in these proceedings, for example in the section entitled "Applications of Systems Thinking". Attempts to bring about change with these ideas, however, have given rise to a diversity of approaches, as is evidenced by the papers dealing with the application of methodologies in the 'hard' and 'soft' systems traditions.