Editing Negotiation (section)

=== Team ===
[[File:Warsaw Negotiation Round Senate of Poland 2014 01.JPG|thumb|250px|Students from [[University of Tromsø|the University of Tromsø]] and [[University of Toronto|the University of Toronto]] during the 5th International Negotiation Tournament – Warsaw Negotiation Round in the [[Polish Senate]] (2014)]]

Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can effectively collaborate to break down a complex negotiation. There is more knowledge and wisdom dispersed in a team than in a single mind. Writing, listening, and talking, are specific roles team members must satisfy. The capacity base of a team reduces the number of blunders and increases familiarity in a negotiation.<ref>Sparks, D. B. (1993). ''The Dynamics of Effective Negotiation'' (second edition). Houston: Gulf Publishing Co.</ref>

However, unless a team can appropriately utilize the full capacity of its potential, effectiveness can suffer. One factor in the effectiveness of team negotiation is a problem that occurs through solidarity behavior. Solidarity behavior occurs when one team member reduces his or her utility (benefit) to increase the benefits of other team members. This behavior is likely to occur when interest conflicts rise. When the utility/needs of the negotiation opponent do not align with every team member's interests, team members begin to make concessions and balance the benefits gained among the team.<ref>{{cite conference | last1=Wang | first1=Jian | last2=Gong | first2=Jingqiu | title=Team negotiation based on solidarity behavior: A concession strategy in the team |conference=17th IEEE/ACIS International Conference on Software Engineering, Artificial Intelligence, Networking and Parallel/Distributed Computing | publisher=IEEE | year=2016 | doi=10.1109/snpd.2016.7515883| s2cid = 14385529}}</ref>

Intuitively, this may feel like a cooperative approach. However, though a team may aim to negotiate in a cooperative or collaborative nature, the outcome may be less successful than is possible, especially when integration is possible. The integrative potential is possible when different negotiation issues are of different importance to each team member. The integrative potential is often missed due to the lack of awareness of each member's interests and preferences. Ultimately, this leads to a poorer negotiation result.

Thus, a team can perform more effectively if each member discloses his or her preferences before the negotiation. This step will allow the team to recognize and organize the team's joint priorities, which they can take into consideration when engaging with the opposing negotiation party. Because a team is more likely to discuss shared information and common interests, teams must make an active effort to foster and incorporate unique viewpoints from experts from different fields. Research by Daniel Thiemann, which largely focused on computer-supported collaborative tasks, found that the Preference Awareness method is an effective tool for fostering knowledge about joint priorities and further helps the team judge which negotiation issues were of the highest importance.<ref>Thiemann, D., & Hesse, F. W. (2015). Learning about Team Members' Preferences: Computer-Supported Preference Awareness in the Negotiation Preparation of Teams.</ref>