Negotiation: Perception, Cognition & Emotion
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Transcript of Negotiation: Perception, Cognition & Emotion
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(Lewicki, Saunders & Barry. 2011)
Perception, Cognition,
and Emotion
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(Lewicki, Saunders & Barry. 2011)
Perception, Cognition, Emotion
Social encounters build upon:
–Perception
–Cognition
• Framing
• Cognitive biases
–Emotion
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(Lewicki, Saunders & Barry. 2011)
Perception Process
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(Lewicki, Saunders & Barry. 2011)
Perceptual Distortion
• Common errors:–Stereotyping–Halo effects–Selective
perception–Projection
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(Lewicki, Saunders & Barry. 2011)
Perceptual Distortion
Stereotyping
Halo Effects
Selective Perception
Project
Reality?
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(Lewicki, Saunders & Barry. 2011)
Framing• Subjective way we evaluate and
make sense out of situations• Lead us to pursue or avoid
subsequent actions• Focus, shape and organize our
paradigms• Make sense of complex realities• Define a person, event or
process • Impart meaning and significance
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(Lewicki, Saunders & Barry. 2011)
FramesTypes
• Substantive• Outcome• Aspiration• Process• Identity• Characterization• Loss-Gain
Use in Negotiations
Multiple Mismatches cause conflict Negotiate differently Specific with certain types
of issues Particular frames lead to
particular agreements Parties assume particular
frames for many reasons
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(Lewicki, Saunders & Barry. 2011)
Interests Rights Power
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(Lewicki, Saunders & Barry. 2011)
Frames Change as Talks Evolves
• Stock issues
• Best possible case
• Shifts and transitions
• Multiple agenda items
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(Lewicki, Saunders & Barry. 2011)
Framing Summary• Define key issues and
discussion• Both sides• Somewhat controllable• Conversations change and
transform frames unpredictably, but controllably
• Some lead to certain types of processes and outcomes
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(Lewicki, Saunders & Barry. 2011)
Cognitive Biases• Irrational escalation of
commitment• Mythical fixed-pie
beliefs• Anchoring and
adjustment• Issue framing and risk• Availability of
information
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(Lewicki, Saunders & Barry. 2011)
Cognitive Biases• The winner’s curse• Overconfidence• The law of small
numbers• Self-serving biases• Endowment effect• Ignoring others’
cognitions• Reactive devaluation
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(Lewicki, Saunders & Barry. 2011)
Managing Cognitive Biases
• Be aware of the negative aspects of these biases
• Discuss them in a structured manner within the team and with counterparts
5-13
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(Lewicki, Saunders & Barry. 2011)
Mood or Emotion?
• Three distinct characteristics:–Specificity– Intensity–Duration
5-14
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(Lewicki, Saunders & Barry. 2011)
Positive Emotions• Positive emotions – positive
consequences–Lead toward more integrative
processes–Create a positive attitude
toward the other side–Promote persistence–Fair procedures & favorable
social comparisons build positive feelings
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(Lewicki, Saunders & Barry. 2011)
Negative Emotions
• Negative emotions - negative consequences–Lead to competitive or
distributive negotiations–Degrade situation analysis
adversely affecting outcomes–Conflict escalation–Retaliation–Not always
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(Lewicki, Saunders & Barry. 2011)
Negative Emotions• Process may cause negativity
– A competitive mind-set– Impasses– The beginning of negotiation
• Effects aren’t absolute– Positive feelings - negative
outcomes– Negative feelings - beneficial
outcomes• Emotions can be used
strategically
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(Lewicki, Saunders & Barry. 2011)
Are You in Control of You?