FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W746585514> ?p ?o ?g. }

• W746585514 startingPage "1080" @default.
• W746585514 abstract "Whenever a tribe's success depends on decisions and actions of other governmental parties who have different interests, negotiation or negotiation-like processes may be inevitable. Although gaming compacts, such as agreement between Connecticut and Pequots, garner most of headlines, negotiated agreements between tribes and states that resolve jurisdictional or substantive disputes and recognize each entity's sovereignty can cover a wide range of issues. The processes of interaction range from formal to informal and from explicit to tacit. The goal of processes may be reaching a legally binding compact or arriving at a temporary mutual understanding subject to renegotiation. Broadly speaking, negotiation is a process of potentially opportunistic interaction aimed at advancing full set of one's by jointly decided action. To be effective at negotiating, tribe must persuade state to say yes to a proposal that also meets all of tribe's real and mean it. of course, state is trying to accomplish same objective. Basically, each side is trying to solve its Negotiation Problem, which is how best to advance one's full interests, either by improving and accepting available deal or opting for its best no-deal alternative. Three core elements make up each side's Basic Negotiation Problem: (1) importance of underlying as raw material for negotiation; (2) implication that negotiation is a means for advancing interests, rather than an end in itself, implying that other non-cooperative means compete with negotiated possibilities; and (3) fact that negotiation seeks jointly-decided action and thus inherently is a process of joint problem-solving. Essentially, to advance tribe's real interests, tribal negotiators must assess what yes they want from state and why state might say it rather than opt for no deal. Thus, tribe's approach should influence how state sees its Basic Negotiation Problem such that what state chooses-for tribe's reasons -is precisely what serves tribe's interests. The fundamental principle of effective negotiation, paraphrasing words of an Italian diplomat, is the art of letting them have your way for reasons that they perceive to be their own. (261) A. Interests: The Raw Material for Negotiation The concept of interests is foundational to effective negotiation. Tribal in a negotiation are whatever tribe cares about that is at stake in process. Socrates' admonition to thyself lies at core of effective deal making, along with its worthy twin to thy counterpart. Since negotiation requires at least two parties to say yes for a deal, tribe must probe full set of other parties' and also examine its own, in addition to examining tribal interests. The best negotiators are clear on their ultimate and other side's interests. They also know their possible trade-offs among lesser and are flexible and creative on means. Interests visible at surface may hide deeper that could be critical to a successful negotiation, so good negotiators also probe negotiating positions to identify and understand those deeper interests. Issues are on table for explicit agreement. Positions are each party's stands on issues. Interests are underlying concerns that resolution ultimately affects. Consider an example involving a power company that proposed building a significant dam to bring electricity at lower rates to area's consumers and to demonstrate to financial community that it could get large projects completed despite having been repeatedly stymied in these efforts. Predictably, environmentalists opposed this plan, claiming that it would damage downstream habitat of endangered whooping crane. Farm groups also lined up against project, fearing that dam would reduce water flow in area, yet power company needed results and a greener image. …" @default.
• W746585514 created "2016-06-24" @default.
• W746585514 creator A5045121872 @default.
• W746585514 creator A5060457378 @default.
• W746585514 date "2011-09-22" @default.
• W746585514 modified "2023-09-23" @default.
• W746585514 title "IV. A Framework for Analyzing Tribal State Negotiations" @default.
• W746585514 hasPublicationYear "2011" @default.
• W746585514 type Work @default.
• W746585514 sameAs 746585514 @default.
• W746585514 citedByCount "0" @default.
• W746585514 crossrefType "journal-article" @default.
• W746585514 hasAuthorship W746585514A5045121872 @default.
• W746585514 hasAuthorship W746585514A5060457378 @default.
• W746585514 hasConcept C11413529 @default.
• W746585514 hasConcept C121332964 @default.
• W746585514 hasConcept C144024400 @default.
• W746585514 hasConcept C144133560 @default.
• W746585514 hasConcept C17744445 @default.
• W746585514 hasConcept C186229450 @default.
• W746585514 hasConcept C190253527 @default.
• W746585514 hasConcept C199539241 @default.
• W746585514 hasConcept C199776023 @default.
• W746585514 hasConcept C2779121571 @default.
• W746585514 hasConcept C2780791683 @default.
• W746585514 hasConcept C39549134 @default.
• W746585514 hasConcept C41008148 @default.
• W746585514 hasConcept C48103436 @default.
• W746585514 hasConcept C62520636 @default.
• W746585514 hasConcept C94625758 @default.
• W746585514 hasConceptScore W746585514C11413529 @default.
• W746585514 hasConceptScore W746585514C121332964 @default.
• W746585514 hasConceptScore W746585514C144024400 @default.
• W746585514 hasConceptScore W746585514C144133560 @default.
• W746585514 hasConceptScore W746585514C17744445 @default.
• W746585514 hasConceptScore W746585514C186229450 @default.
• W746585514 hasConceptScore W746585514C190253527 @default.
• W746585514 hasConceptScore W746585514C199539241 @default.
• W746585514 hasConceptScore W746585514C199776023 @default.
• W746585514 hasConceptScore W746585514C2779121571 @default.
• W746585514 hasConceptScore W746585514C2780791683 @default.
• W746585514 hasConceptScore W746585514C39549134 @default.
• W746585514 hasConceptScore W746585514C41008148 @default.
• W746585514 hasConceptScore W746585514C48103436 @default.
• W746585514 hasConceptScore W746585514C62520636 @default.
• W746585514 hasConceptScore W746585514C94625758 @default.
• W746585514 hasIssue "4" @default.
• W746585514 hasLocation W7465855141 @default.
• W746585514 hasOpenAccess W746585514 @default.
• W746585514 hasPrimaryLocation W7465855141 @default.
• W746585514 hasRelatedWork W1548126962 @default.
• W746585514 hasRelatedWork W183052179 @default.
• W746585514 hasRelatedWork W1975909587 @default.
• W746585514 hasRelatedWork W1988718608 @default.
• W746585514 hasRelatedWork W2127654990 @default.
• W746585514 hasRelatedWork W2276044404 @default.
• W746585514 hasRelatedWork W2291862818 @default.
• W746585514 hasRelatedWork W2340009297 @default.
• W746585514 hasRelatedWork W2347109080 @default.
• W746585514 hasRelatedWork W2360000874 @default.
• W746585514 hasRelatedWork W24738839 @default.
• W746585514 hasRelatedWork W2970643054 @default.
• W746585514 hasRelatedWork W2992995672 @default.
• W746585514 hasRelatedWork W3141878693 @default.
• W746585514 hasRelatedWork W3171651244 @default.
• W746585514 hasRelatedWork W379943064 @default.
• W746585514 hasRelatedWork W45447070 @default.
• W746585514 hasRelatedWork W627057456 @default.
• W746585514 hasRelatedWork W652403258 @default.
• W746585514 hasRelatedWork W2621870710 @default.
• W746585514 hasVolume "76" @default.
• W746585514 isParatext "false" @default.
• W746585514 isRetracted "false" @default.
• W746585514 magId "746585514" @default.
• W746585514 workType "article" @default.