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which information is exchanged, evaluated, and used as the basis for decision-
making.
184
These varying definitions do have some important points of commonality.
For example, the parties involved in a conflict or disagreement will have

some basis of agreement or common interests even though they are in
opposition on some important issues. Resolution of differences occurs
through ongoing dialogue to discover shared interests. As time progresses,
each party learns more about the other as well as about themselves. This
facilitates the likelihood of making a change from the positions taken

initially. A cooperative approach to negotiation shifts the interactive
process from a stance "against each other across the table" to a posture that
is "side by side against the problem."

Life is, in many respects, constant negotiation. Most decisions are reached

through negotiation, whether we are aware of it or not. In the home,
spouses continuously are involved in the resolution of disagreements or
conflicts. Where to vacation? Who should take the kids to school? Which
movie to see? Children jockey with their parents to get what they want,
and parents try to convince their children that they want what is best for
them. We may negotiate with salesmen when we buy something.

At work, we are often acting as negotiators even when we are not
conscious of it. Staff try to position themselves for certain duties, or
attempt to convince their boss that they deserve a raise or promotion. In
economic or community development, managers have a wide range of
dealings with staff, with boards of directors, and with elected officials.

Managers negotiate in allocating resources, in obtaining funding, in
meeting with businessmen and prospects, and in dealing with special
interest groups. And so on.

It should be pointed out that "bargaining" over a price of something is not

necessarily negotiation. Negotiation is more than merely a series of offers
and counteroffers, which is at the heart of “bargaining.” Bargaining over
an item at a flea market is usually nothing more than bargaining over the

184 Mark K. Schoenfield and Rick M. Schoenfield. The McGraw-Hill 36-Hour Negotiating Course. New
York: John Wiley & Sons, 1981.

David Kolzow 168