Negotiation as a disagreement management tool

Abstract

Can we negotiate our way out of disagreements? When the chances of persuading the counterpart are low, it might be possible to shift a persuasion to a negotiation dialogue. But what are the conditions for that shift? I will argue that, at least, the following conditions must hold: the disagreement must be practical rather than theoretical; and the parties must be willing to make a sacrifice. When that happens, disagreements can be negotiated, and such negotiation will be a type of practical argumentation