Negotiation Engineering uses quantitative methods in a heuristic way to find an adequate solution to a set of complex negotiation problems. In doing so, it particularly draws on the decomposition and the formalisation of the problems at hand and the heuristic application of mathematical methods, such as game theory and mathematical optimisation, to facilitate the reaching of agreements.7 In essence, Negotiation Engineering attempts to break down the negotiation problem (or problems) into smaller sub-problems. Once reduced to their most formal structure, the sub-problems can then be translated and restated into mathematical language. That allows for the tools of mathematics to help further analyse the sub-problems based on objective and measurable criteria and ultimately seek solutions to real-world problems. Negotiation Engineering has already achieved a number of practical successes. For instance, in the diplomatic sphere, the approach played a crucial role in the Land Transport Agreement between Switzerland and the European Union, and in facilitating nuclear talks between Iran and P5+1 group of nations.8
Negotiation Engineering does not intend to replace face-to-face discussion and neither does it seem likely to ever do so. It may in some cases also have very limited application. For instance, not all problems are quantifiable or should be reduced to a quantitative level — interpersonal conflicts, for example. However, in case a negotiation involves problems with a particular degree of complexity and actors with a certain level of analytical capacity open to a rational approach, Negotiation Engineering can help de-emotionalise underlying negotiation problems and allow for more logical accuracy and the finding of pragmatic solutions. To that end, significant capacity-building is required for future development.