Managing Deadlocks in Negotiation

Abstract

An earlier article in this journal outlined a model of the process of negotiation with particular reference to negotiation in the industrial relations context. The model suggests that negotiations go through five phases or patterns of negotiating activity as the negotiators move through to a settlement. On the basis of the model, it is possible to identify several implications for negotiators, and, in particular, to make the point that the two parties must jointly manage their progress through the negotiations. Within the negotiation process there are three potential deadlocks which could emerge to obstruct this progress if the negotiations were not properly and jointly managed. This article develops the concept of deadlocks in negotiation more fully, and attempts to identify the implications for negotiators by suggesting how deadlocks might be identified and overcome.

Citation

Fells, R. (1986), "Managing Deadlocks in Negotiation", Employee Relations, Vol. 8 No. 2, pp. 2-7. https://doi.org/10.1108/eb055067