In the last four decades, hostage situations have rapidly increased in the world due to the threat of terrorism and other social problems. The goals of hostage takers are to achieve certain political, criminal, and/or social benefits through hostage situations. It is not only a police problem but also a governmental problem. Police apply either negotiation or tactical intervention in hostage situations to recover hostages without bloodshed or loss of life. Success in this endeavor is based on effective negotiation. The purposes of this study are to analyze the major actors and their roles in hostage situations, to identify effective negotiation strategies and tools, and to provide some future recommendations for governments, police agencies, and researchers for peaceful resolutions in hostage situations.

Titel: Förhandlingsstrategier hos fastighetsmäklare: En studie av anpassning till kundbeteende inom förmedlingsprocessen. Nivå: Examensarbete på grundnivå (kandidatexamen) i ämnet företagsekonomi. Författare: Emil Johnsson och Tobias Söderberg Handledare: Lars-Johan Åge Datum: Maj 2023 Nyckelord: Förhandling, förhandlingsstrategier och anpassningsförsäljning Syfte: Syftet med studien är att undersöka hur en fastighetsmäklare anpassar sin förhandlingsstrategi gentemot kund beroende på hur kunden agerar under förmedlingsprocessen.  Metod: För att genomföra studien valdes en kvalitativ forskningsmetod där semistrukturerade intervjuer har använts. Utöver semistrukturerade intervjuer har författarna använt en litteraturgenomgång för att samla teoretisk grund till arbetet. Resultat: Enligt den empiriska delen av arbetet framgår det att INS används främst av fastighetsmäklare rent generellt men förhandlingsstrategier varierar beroende på hur kunden agerar. Det finns olika kundbeteenden som fastighetsmäklare bemöter, de två huvudkategorierna var osäker samt bestämd kund.  Slutsats: Vid bemötandet av osäkra kunder är förhandlingsstrategin DNS mest applicerbar eftersom fastighetsmäklaren kan styra kunden till att behaga fastighetsmäklarens behov enbart. Jämförelsevis vid den andra huvudkategorin bestämd kund är INS. Vidare forskning: Tre förslag framtogs enligt följande: Påverkan av CPK under förhandlingarna, Förhandlingsstrategierna enligt Holmes m.fl. (2017) ur ett kundperspektiv samt kundbeteenden inom den generella förhandlingen.

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Bakgrund: Internationella förhandlingar har länge varit en fundamental del av internationellt företagande, där den internationella förhandlingen påverkas av både kultur och förhandlingsstrategi. Den globala pandemin orsakad av Covid-19 har haft effekter på omvärlden, där viruset hanterats olika från land till land. Till följd av detta har fysiska möten i internationella förhandlingar minskat, vilket avsevärt kan tänkas ha påverkat förhandlingsprocessen. Syfte: Syftet med studien är att undersöka hur Covid-19 har påverkat den internationella förhandlingsprocessen samt undersöka om det finns något samband mellan förändringar i förhandlingsprocessen och dess enskilda faser. Utöver detta avser studien även att jämföra och undersöka om det finns någon skillnad mellan olika kontinenter i Covid-19s inverkan på den internationella förhandlingsprocessen. Metod: Studien är av kvantitativ karaktär med en deduktiv ansats och induktiva anslag. Empiriska data har insamlats med hjälp av en onlineenkät och analyserats med hjälp av statistiska metoder. Slutsats: Slutsatsen av studien påvisar att Covid-19 har påverkat hela förhandlingsprocessen men främst på stadiet av förberedelse och implementering, samt att det finns ett samband mellan förändringar i förhandlingsprocessen och dess enskilda faser. Utöver detta visar studien även på att det finns skillnader mellan Covid-19s påverkan på förhandlingsprocessen mellan olika kontinenter, där Europa skiljer sig från resterande. / Background: International negotiations serve as a fundamental part of international business where the process determines the outcome. The global pandemic caused by the virus Covid-19 has had a tremendous effect forcing the world to readjust and become more digitalized. As a result, the physical meeting in international business negotiations has decreased due to work done remotely. The physical meeting usually playing an important role in the cross-cultural world of international negotiations, the process might have been remarkably affected. Purpose: The purpose of this study investigate how Covid-19 has affected the international negotiation process, as well as if there is any connection between a change in the over negotiation process, and a change in the separate stages of the international negotiation process. Additionally, the study aims to investigate and compare if there are any differences between continents in how the pandemic has affected the international negotiation process. Method: This study is of quantitative nature with a deductive research approach including inductive elements. The empirical data is collected through an online survey and analyzed through statistical methods.  Conclusion: The result of the study shows that Covid-19 has affected the international negotiation process and argues for a close connection between a change in the overall negotiation process and a change in the pre-negotiation and face-to-face negotiation phase. Moreover, the study concludes differences between the continents in how Covid19 has affected the international negotiation process in the preparation and execution s

With our increasingly competitive globalized economy, we are experiencing an emerging trend of firms competing on new international business markets (Bell et al. 2001; Huang 2010). In order to successfully negotiate in an international context, cultural sensitivity needs to be taken into consideration (Manrai & Manrai 2010). This study aims to examine how and to what extent professionalnegotiators’ international negotiation process is influenced by different businesscultures. The study was made by in-depth interviews of five Swedish based professional negotiators and their experiences from negotiating in France, Brazil and Singapore. The mentioned negotiation process was based on Ghuari’s(2003) international business negotiation model which consists of a pre- negotiation stage, a face-to-face negotiation stage and a post-negotiation stage. These stages have been analyzed and interconnected with several cultural variables such as cultural intelligence, adaptation, communication, hierarchy and the Hofstede (2011) parameter of collectivistic versus individualistic cultures to substantiate our two research questions: 1) How does culture intervene in the different stages of the negotiation process? And 2) How are the negotiators adjusting their negotiation strategy to better accommodate the specific culture? The empirical findings showed that there are several differences in both theFrench, Brazilian and Singaporean business culture as well as the negotiators’experiences of their need of adapting to the culture they are negotiating with. The data highlighted the importance of cultural understanding and obtaining the knowledge in a pre-negotiation stage in order to prevent unnecessary misunderstandings which could obstruct the negotiation. The major differenceswhich required the negotiators’ understanding and adaptation was the crucialfactor of building a relationship with the Singaporean delegation, the French’stough negotiation approach and the hierarchical setting in Brazil. The conclusions demonstrated the benefits of cultural adaption as well as the potential pitfall of over-adapting and the imperative preparatory work needed in the pre-negotiation stage of the negotiation.

While previous mathematics education research has shown that norms can change in mathematics classrooms, little research has closely documented the struggles, concessions, and compromises involved in the negotiation process. Negotiating norms is a complex process entailing deliberate teacher moves intended to promote norms, often met with misunderstandings or resistance from students. This thesis documented the negotiation process that occurred when a teacher attempted to require conceptual explanations from students who had not previously been accustomed to doing so. I recorded six days of instruction in a 9th grade algebra unit, transcribed the class discussions, and inferred norms "at play" for each line of speech in the transcripts. Inspection of these norms revealed a hierarchy of norms, with groups of smaller micro norms constituting larger macro norms. The data showed that meeting a macro norm was done by meeting a sufficient number of its micro norms. In addition to describing a hierarchy of norms, I identified 7 norm negotiation moves (NNMs) used by the teacher, one of which was also used by students. I looked beyond individual lines of speech to analyze whole discussions to see how the teacher used NNMs to accomplish goals concerning norms. My analysis revealed that the teacher used a combination of multiple NNMs to achieve the purposes of introducing, refining, and reinforcing norms. These results offer researchers a new theoretical framework for the structure of norms and can give teachers additional insights into the process of norm negotiation, better preparing them to successfully negotiate norms as they create effective and supportive learning environments.

Published Article / Discourse on translation studies is situated in this article outside linguistics, in musical studies. Contextualising and problematising issues when music from African choir culture is translated for non-Africans (Westerners) to perform, the main problem - translation as negotiation - is explored together with notions of hybridity, the 'Third Space', boundaries, identity, authenticity and cultural compatibility within performance contexts. Cultural studies bring to linguistics a wider perspective of translation; how translation studies relate to other disciplines and expressive forms, like music. The researchers argue that translation of African choir music for performance by non-Africans can only be achieved in cultural dialogue.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: If you want peace make ready for war! This was what Sun Tzu believed when conveying his philosophies in his book the Art of War. What is remarkable about the Art of War is that it was written about 2300 years ago and presented a new way of thinking about battle. Sun Tzu did not promote engaging in battle but rather overcoming the enemy without having to do battle. "100 victories in 100 battles is not the most skilful. Subduing without battle is the most skilful" (Denma Translation: 2003: 25 - 26). The Sun Tzu begins with the understanding that conflict is an integral part of human life. It is within us and all around us. Sometimes we can skilfully sidestep it, but at other times we must confront it directly. Many of us have seen the destructive power of aggression, whether on a personal level or in the disasters of armed conflict. We know as well the limitations of most political and personal responses to that aggression. How can we work with it in a more profound and effective way? (Denma Translation: 2003: 2). As in modem day society conflict is ever present and the manner in which we deal with such conflict either resolves the conflict or exacerbates it. One way of dealing with conflict is through negotiations. The negotiation process is an orderly process whereby parties can engage each other in dialogue in order to reach a mutually acceptable agreement. What is evident is that to be successful in a negotiation the necessary planning and preparation needs to be done. Although it is not possible to prepare and plan for all eventualities within the negotiation process most scenarios can be predicted and therefore if the required preparation is done the possibility of reaching one's objective is increased. When preparing for negotiations it is imperative that all environments that can impact on the negotiation are considered. Furthermore the organisational and personal power of the negotiator and the other party needs to be determined. Within the negotiation process the negotiator will display certain behaviours depending what he/she wishes to achieve. Should the negotiator wish to drive the negotiation then behaviours such as providing information or making proposals will be used. On the other hand, if the negotiator wishes to draw the other party into the negotiation then the behaviour of seeking information and summarising would be used. The outcome of a negotiation could be one of four, namely lose -lose, win -lose, win - win or mutual gains. There are different approaches to negotiation, namely soft, hard and principled. It is suggested that the most appropriate approach is the principled approach, although the soft and hard approach could be used under certain circumstances. A negotiation is a systematic process and involves the aspect of planning. Without planning negotiations are sure to fail and the objective set not reached. The types of planning that need to be done are strategic, tactical and administrative. Instead of opposing each other the planning aspects of negotiation complement each other. Sun Tzu proposes ways to settle a conflict without engaging in battle. Although the learned strategist does not promote negotiation directly when reading the 'Art of War' it becomes evident that Sun Tzu preferred to resolve conflicts in a peaceful manner. It was only when no other option was available that he suggests battle. In war most of the planning and preparation involves strategies, which is similar in the negotiation process. It is important that a negotiator knows when to move, when to stand fast and when to engage the other party. This is also true for any military engagement. Sun Tzu sets out philosophies, which can be used to strategise for negotiation. Although a bit of poetic licence exists when interpreting Sun Tzu's philosophy for the negotiation arena, what the learned author contributes to the field of negotiation is to make the negotiator aware of the options available. The Art of War provides insight into creative thinking where Sun Tzu spells out that it is better to conquer the enemy without engaging in battle. Furthermore the less of the enemy's possessions destroyed the more astute the leader and lastly, that one must not engage in battle because of the wrath of the leaders. In other words it should not be retaliation because the leader's ego is bruised. Sun Tzu provides wisdom, which can be utilised in the negotiation process. The interpretation of Sun Tzu's strategies provides a framework for negotiators to strategise when entering into negotiations. / AFRIKAANSE OPSOMMING: As jy Vrede wil hê, maak reg vir 'n oorlog! Dit is wat Sun Tzu geglo het toe hy sy filosofie in die boek Art of War, weergegee het. "100 victories in 100 battles is not the most skilful. Subduing without battle is the most skilful" (Denma vertaling: 2003: 25-26). Sun Tzu gaan van die veronderstelling uit dat konflik 'n integrale deel van die menslike bestaan is. Dit is binne in ons en orals om ons. Somtyds kan ons dit behendig systap maar ander kere moet ons dit direk hanteer. Baie van ons het al die destruktiewe krag van agressie gesien, hetsy op persoonlike vlak of in rampspoedige gewapende konflikte. Ons ken ook die beperkings van die meeste politieke of persoonlik reaksies op die tipe aggressie. Hoe kan ons dit op 'n meer diepgaande en effektiewe manier hanteer? (Denma vertaling: 2003: 25-26) Soos ook in die moderne samelewing is konflik alom teenwoordig en die wyse hoe dit hanteer word kan dit of oplos, of vererger. Een metode om konflik te hanteer is deur onderhandeling. Die proses van onderhandeling is 'n ordelike proses waardeur partye met mekaar in gesprek tree ten einde tot 'n wedersyds aanvaarbare ooreenkoms te bereik. Dit blyk dat ten einde suksesvol te wees in onderhandelings die nodige beplanning en voorbereiding gedoen moet word. Alhoewel dit is nie moontlik is om te beplan vir alle gebeurlikhede tydens die onderhandelinge nie, kan die meeste scenario's egter voorspel word. Indien die nodige voorbereiding dus gedoen word kan dit jou kanse om jou eie doelwitte te bereik, verhoog. Wanneer voorberei word vir onderhandelings is dit noodsaaklik dat alle omgewings invloede wat 'n impak kan hê daarop oorweeg word. Verder moet die organisatoriese en persoonlike mag van die onderhandelaar en die ander party bepaal word.Tydens die onderhandelings proses sal die onderhandelaar sekere gedrag toon afhangend van wat hy/sy uit die onderhandelings wil verkry. Indien die onderhandelaar hoop om die onderhandelings te lei, sal gedrag soos om inligting te verskaf en om voorstelle maak, gebruik word. Indien die onderhandelaar andersyds eerder die ander partye wil betrokke kry by die onderhandelings, sal gedrag soos die soeke na inligting en om opsommings te maak, getoon word. Die uitkoms van onderhandelings kan een van vier moontlikhede wees, naamlik: verloor-verloor, wenverloor, wen-wen of beide partye baat. Daar is verskillende benaderings tot onderhandeling naamlik die sagte, die harde en die beginselvaste benadering. Dit word aan die hand gedoen dat die mees toepaslike benadering die beginselvaste benadering is maar dat die sagte of aggressiewe (harde) benadering ook onder sekere omstandighede gebruik kan word.Onderhandelinge is 'n sistematiese proses en behels beplanning. Sonder beplanning is onderhandelings gedoem tot mislukking en is die doelwitte nie haalbaar nie. Die tipe beplanning wat gedoen moet word is strategies, takties en administratief. Die verskillende tipes beplanning komplementeer mekaar eerder as om mekaar te opponeer. Sun Tzu voorsien metodes hoe om konflik te besleg sonder om in oorlog betrokke te raak. Hoewel die geleerde strateeg nie onderhandelings direk promoveer nie blyk dit by die lees van The Art of War dat Sun Tzu verkies on konflik op 'n vreedsame wyse op te los. Dit was slegs wanneer geen ander opsie beskikbaar was nie dat hy oorlog voorstel. Tydens oorlog word beplanning en voorbereiding gewy aan strategie wat baie ooreenkom met die van die onderhandelingsproses. Dit is belangrik dat die onderhandelaar weet wanneer om te beweeg, wanneer om vas te staan en wanneer om die ander party te betrek.Hierdie is ook belangrik vir enige militêre aanval. Sun Tzu se filisofie kan dus ook gebruik word vir strategie beplanning vir onderhandeling. Hoewel 'n mate van poëtiese vaardigheid benodig word vir die intepretering van Sun Tzu se filosofie in die onderhandelings arena word die geleerde outeur se bydrae op die onderhandelings gebied gemaak daardeur dat die onderhandelaar bewus gemaak word van sy beskikbare opsies. The Art of War gee insig in kreatiewe denke waar Sun Tzu dit uitspel dat dit beter is om die vyand te oorwin sonder om in 'n geveg betrokke te raak. Verder word aangedui dat hoe minder van die vyand se besittings vernietig word hoe slimmer die leier en dat daar nie in 'n geveg betrokke geraak moet word vanweë die woede van die leiers nie. Met ander woorde daar moet nie vergelding wees as gevolg van die gekrenkte ego van die leier nie. Sun Tzu verskaf dus wysheid wat gebruik kan word in die onderhandelings proses. Die interpretasie van Sun Tzu se strategieë voorsien 'n raamwerk aan onderhandelaars vir stategiese beplanning wanneer betrokke geraak word in onderhandelings.