Managing Complexity

Laurent Mermet
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Laurent Mermet: CERSES - UMR 8137 - Centre de recherche sens, ethique, société - UPD5 - Université Paris Descartes - Paris 5 - CNRS - Centre National de la Recherche Scientifique, AgroParisTech

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Abstract: Let a researcher open the file of a negotiation that did not lead to agreement and interview participants in that negotiation, and he is likely to be offered too many explanations for comfort rather than too few: interpersonal relations were unusually bad; the politics were intractable; party x or y was just unamenable to reason; small procedural incidents had major effects; the difficulties in the science and the technicalities of the topic being negotiated were too complicated or controversial; and so forth. Each such explanation seems sufficient alone to explain the absence of agreement. Paradoxically, however, since each one seems...

Keywords: management complexity; Negotiation (search for similar items in EconPapers)
Date: 2012
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Published in Guy Olivier Faure. Unfinished Business: Why International Negotiations Fail, University of Georgia Press, pp.333-353, 2012, 9780820343143

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01567121

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