Skip to main content Accessibility help
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

1 results

  • 13 - Decision Making Involving Disputes, Negotiation, and Conflict

  • from Part III - Applications, Examples, and Selected Topics
  • Harvey J. Langholtz, William & Mary
  • Book:
    Making Decisions: Analytics, Cognition, and Application
    Published online:
    23 October 2025
    Print publication:
    06 November 2025, pp 183-201

  • Summary

    Conflicts with adversaries can sometimes be unavoidable. Decision making in conflict can be unpleasant, stressful, and troubling. Success in an adversarial situation will not necessarily be achieved by the participant with the better initial position, but rather by the decision maker who is experienced in conflict situations, understands the dynamics of conflict, and is able to outsmart their adversary. This chapter differentiates between interests, disputes, and conflicts. Methods for conflict resolution are outlined as well as strategies for prevailing in a conflict. The chapter summarizes institutions in society where some disputes or conflicts may be addressed. Important structural similarities found in many disputes and conflicts are highlighted, including the different approaches of offense and defense, and the impact of timing and movement. Whether the parties to the conflict are individuals, corporations, or nations confronting each other at a negotiating table, a courtroom, or in a military battlespace, many of the strategies, dynamics, and interactions are the same.