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How Do Ordinary Japanese Reach Consensus in Group Decision Making?: Identifying and Analyzing “Naïve Negotiation”

Author

Listed:
  • Ikuyo Morimoto

    (Computational Linguistics Group)

  • Miki Saijo

    (International Student Center)

  • Kayoko Nohara

    (International Student Center)

  • Kotaro Takagi

    (Center for Research in International Education)

  • Hiroko Otsuka

    (The Institute of Behavioral Science)

  • Kana Suzuki

    (Computational Linguistics Group)

  • Manabu Okumura

    (Precision and Intelligence Laboratory)

Abstract

The purpose of this study is to investigate ways in which ordinary Japanese people negotiate in a multi-party meeting. We initially gave such a way of negotiation the tentative name of “naïve negotiation”. The analysis of the conversational data reveals three structural features of naïve negotiation: (1) at the utterance level, the participants tend to claim their opinions without providing any overt grounds, (2) at the local consensus-building level, they tend to jump to conclusions without the full examination of proposed hypotheses, (3) at the final consensus-making level, there tends to be disjunctions between discussion units. Although these features are not necessarily seen as irrational or illogical, a naïve-negotiation style can still be a trouble-source in achieving successful consensus-making. This leads us to emphasize the necessity of developing a support system for the discussants.

Suggested Citation

  • Ikuyo Morimoto & Miki Saijo & Kayoko Nohara & Kotaro Takagi & Hiroko Otsuka & Kana Suzuki & Manabu Okumura, 2006. "How Do Ordinary Japanese Reach Consensus in Group Decision Making?: Identifying and Analyzing “Naïve Negotiation”," Group Decision and Negotiation, Springer, vol. 15(2), pages 157-169, March.
    • Handle: RePEc:spr:grdene:v:15:y:2006:i:2:d:10.1007_s10726-006-9026-x
    DOI: 10.1007/s10726-006-9026-x
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    Cited by:

    1. Kamphol Wipawayangkool, 2009. "Toward a General Model of Knowledge Creation in Virtual Teams," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 8(01), pages 45-51.

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