ABSTRACT
For decades social psychologists have investigated the way groups interact with one another in the social world (see for instance, Hogg & Abrams, 2001). As evidenced in other chapters of the present volume, intergroup misunderstandings and, more generally, negative intergroup interactions have been recurrently observed at the cognitive (e.g., Yzerbyt, Judd, & Muller, this volume), emotional (e.g., Hess, Adams, & Kleck, this volume), and behavioral (e.g., Shelton, Dovidio, Hebl, & Richeson, this volume) levels. As a consequence, work on intergroup relations from a self-categorization (Turner, Hogg, Oakes, Reicher, & Wetherell, 1987) and social identity (Tajfel & Turner, 1979) perspective provides several models that attempt to reduce prejudice and to develop or restore positive relations between groups (e.g., Monteiro, Guerra, & Rebelo, this volume). Surprisingly, although obviously relevant, direct conflict management theories, and more specifically, negotiation processes, have received much less attention as potential tools for the development of positive intergroup interactions (cf. Kelman, 2007). Nevertheless, as the current chapter proposes, intergroup relations may be conceived most basically as a form of intergroup negotiation.
