People are famously egocentric, short-sighted, risk-averse, competitive, and insecure. All of these human characteristics are in play during a face-to-face negotiation, where a negotiator’s ability to control his own characteristics while observing those of his opponent can have a significant impact on the outcome of the negotiation. While highly effective, face-to-face negotiation suffers from the expense of drawing geographically disparate parties into close physical proximity. As a result, alternatives for business have been developed, such as telephone, and email, but this paper will demonstrate how each falls short of the “personal experience” of face-to-face negotiation, and how such a deficiency oftentimes causes more harm than good. This paper will then argue that the inefficiency of these “intermediate” technological bridges of remote negotiation, coupled with the rising cost of sending employees on business trips, will cause business and governments to embrace “telepresence” technology such as that which was just unveiled by Cisco Systems which allows users to see, hear, and interact with 3-D projections of real people reacting to situations in real time.
Available at: http://works.bepress.com/brian_mckenzie/1/