1980
DOI: 10.1037/0033-2909.87.2.379
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Experimental research on third-party intervention in conflict: Toward some generalizations.

Abstract: Despite the ubiquity and importance of third-party intervention in conflict, surprisingly little experimental research has been conducted on the intervention process. Moreover, although this laboratory work is limited to a few dozen experiments, it is fraught with puzzling and apparently contradictory findings. The present article advances three explanatory strands, or generalizations, that wind through this experimental literature: (a) Third parties facilitate concession making without loss of face, thereby p… Show more

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Cited by 190 publications
(132 citation statements)
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References 42 publications
(40 reference statements)
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“…"), (2) negotiators who are given moderately difficult profit constraints in order to be allowed to complete a transaction achieve more profitable transactions that negotiators without such constraints, and (3) both framing and the existence of constraints affect the total profitability of the negotiator.The i nu est igat ion of negotiation has occupied a central position in labor relations (Walton and POcKersie, 1965; Kochan, 1980) and social psychology (Rubin and Broujn, 1975;Rubin, 1980;Pruitt, 1981).POore recently, the study of negotiation has emerged as a concern of organizational scholars as they try to understand such phenomena as budgeting, transfer pricing, and market transactions (Bazerman and Leuicki, 1983 …”
mentioning
confidence: 99%
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“…"), (2) negotiators who are given moderately difficult profit constraints in order to be allowed to complete a transaction achieve more profitable transactions that negotiators without such constraints, and (3) both framing and the existence of constraints affect the total profitability of the negotiator.The i nu est igat ion of negotiation has occupied a central position in labor relations (Walton and POcKersie, 1965; Kochan, 1980) and social psychology (Rubin and Broujn, 1975;Rubin, 1980;Pruitt, 1981).POore recently, the study of negotiation has emerged as a concern of organizational scholars as they try to understand such phenomena as budgeting, transfer pricing, and market transactions (Bazerman and Leuicki, 1983 …”
mentioning
confidence: 99%
“…The i nu est igat ion of negotiation has occupied a central position in labor relations (Walton and POcKersie, 1965; Kochan, 1980) and social psychology (Rubin and Broujn, 1975; Rubin, 1980;Pruitt, 1981).…”
mentioning
confidence: 99%
“…4) Estudios de caso: Son descripciones y an谩lisis de situaciones de mediaci贸n que se han producido. Estos estudios persiguen desarrollar teor铆as y ofrecer l铆neas generales de actuaci贸n mediante a) la descripci贸n detallada de un caso particular de mediaci贸n internacional (Ott 1972;Rubin 1981) b) enfoques experimentales y de laboratorio (Bartunek et al 1975;Rubin 1980) para descubrir como las partes y el mediador se comportan en situaciones controladas y c) estudios sistem谩ticos de largo alcance que se basan en numerosos casos de mediaci贸n internacional para formular y contrastar proposiciones sobre la mediaci贸n eficiente as铆 como para establecer las condiciones bajo las que la mediaci贸n puede funcionar mejor (Bercovitch y Rubin 1992;Touval y Zartman 1985).…”
Section: La Mediaci贸nunclassified
“…Key knowledge areas and skills would include the need to secure acceptance despite local perceptions of officers as part of an occupation force, enhancing perceived impartiality and expertise in the eyes of the conflicting parties (Arnold, 2000;Carnevale & Colon, 1990;Pruitt & Carnevale, 1992). Other important targets of training could include how to best sequence the issues to be discussed, determine underlying needs of both parties, manage the exchange of proposals between the disputing parties, assess areas of common ground, and determine where each party may be willing to make concessions (Kelman, 1996;Rubin, 1980;Weiss, 2003;Zubek, Pruitt, Peirce, McGillicuddy, & Syna, 1992). Officers must also learn to apply forceful, proactive mediation techniques in the face of intense and hostile conflicts and a more relaxed, facilitative role when dealing with less intense disputes (Lim & Carnevale, 1990).…”
Section: Training and Development Focusmentioning
confidence: 99%