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Ana Negotiation w7

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    NEGOTIATION 7eLewicki ▪ Saunders

    ▪ Barry

      RM 2053

    Negotiation

    Techniques

    DR HJH AIDA NASIRAH ABDULLAH 

    UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

    1-1 2-1

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    Week 7

    COGNITIVE BIASES INNEGOTIATION

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.

    5-2

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    COGNITIVE BIASES IN NEGOTIATION

    # Negotiators have a tendency to makesystematic errors when they process

    information. These errors, collectivelylabeled cognitive biases, tend to impedenegotiator performance.

    © 2015 by McGraw-Hill Education. This is proprietary material solely or

    authori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-$

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    COGNITIVE BIASES

    # Irrationalescalation ofcommitment

    # Mythical ed-piebeliefs

    # !nchoring and

    ad"#stment# Iss#e framing

    and risk

    # !vailability ofinformation

    # The winner$sc#rse

    # %vercondence# The law of smalln#mbers

    # &elf-servingbiases

    # 'ndowmente(ect

    # Ignoring others$

    cognitions# )eactive© 2015 by McGraw-Hill Education. This is proprietary material solely or authori!ed instructoruse. "ot authori!ed or sale or distribution in any manner. 5-%

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    IRRATIONAL ESCALATION OFCOMMITMENT AND MT!ICALFI"ED#$IE BELIEFS

    # Irrational escalation of commitmentNegotiators maintain commitment to a co#rse

    of action even when that commitmentconstit#tes irrational behavior

    # Mythical ed-pie beliefsNegotiators ass#me that all negotiations *not

     "#st some+ involve a ed pie

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.

    5-5

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    ANC!ORING AND AD%&STMENT

    AND ISS&E FRAMING AND RIS' 

    # !nchoring and ad"#stment The e(ect of the standard *anchor+ against

    which s#bse#ent ad"#stments *gains orlosses+ are meas#red

     The anchor might be based on fa#lty orincomplete information, th#s be misleading

    # Iss#e framing and risk rames can lead people to seek, avoid, or bene#tral abo#t risk in decision making andnegotiation

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.

    5-&

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    AVAILABILIT OF INFORMATION

    AND T!E (INNER)S C&RSE

    # !vailability of information%perates when information that is presented

    in vivid or attention-getting ways becomeseasy to recall.

    ecomes central and critical in eval#atingevents and options

    # The winner$s c#rse The tendency to settle #ickly on an itemand then s#bse#ently feel discomfort abo#ta win that comes too easily

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.

    5-'

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    OVERCONFIDENCE

    AND T!E LA( OF SMALL N&MBERS

    # %vercondence The tendency of negotiators to believe that

    their ability to be correct or acc#rate isgreater than is act#ally tr#e

    # The law of small n#mbers The tendency of people to draw concl#sions

    from small sample si/es The smaller sample, the greater thepossibility that past lessons will beerroneo#sly #sed to infer what will happen inthe f#t#re

    © 2015 by McGraw-Hill Education. This is proprietary material solely or

    authori!ed instructor use. "ot authori!ed or sale or distribution in anymanner.

    5-(

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    SELF#SERVING BIASES

    AND ENDO(MENT EFFECT

    # &elf-serving biases 0eople often eplain another person$s

    behavior by making attrib#tions, either to theperson or to the sit#ation The tendency, known as f#ndamentalattrib#tion error, is to%verestimate the role of personal or internal

    factors2nderestimate the role of sit#ational or eternal

    factors

    # 'ndowment e(ect The tendency to overval#e something yo#own or believe yo# possess© 2015 by McGraw-Hill Education. This is proprietary material solely or

    authori!ed instructor use. "ot authori!ed or sale or distribution in anymanner.

    5-)

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    IGNORING OT!ERS) COGNITIONS

    AND REACTIVE DEVAL&ATION

    # Ignoring others$ cognitionsNegotiators don$t bother to ask abo#t the

    other party$s perceptions and tho#ghts This leaves them to work with incomplete

    information, and th#s prod#ces fa#lty res#lts 

    # )eactive deval#ation The process of deval#ing the other party$sconcessions simply beca#se the other partymade them

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-10

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    MANAGING MIS$ERCE$TIONS AND

    COGNITIVE BIASES IN NEGOTIATION

     The best advice that negotiators canfollow is

    # e aware of the negative aspects ofthese biases

    # 3isc#ss them in a str#ct#red manner

    within the team and with co#nterparts

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-11

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    MOOD* EMOTION* AND NEGOTIATION

    # The distinction between mood andemotion is based on three

    characteristics &pecicity

    Intensity

    3#ration

    © 2015 by McGraw-Hill Education. This is proprietary material solely or

    authori!ed instructor use. "ot authori!ed or sale or distribution in anymanner. 5-12

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    MOOD* EMOTION* AND NEGOTIATION

    # Negotiations create both positive andnegative emotions

    # 0ositive emotions generally havepositive conse#ences for negotiations They are more likely to lead the partiestoward more integrative processes

     They also create a positive attit#de towardthe other side

     They promote persistence

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-1$

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    MOOD* EMOTION* AND NEGOTIATION

    # !spects of the negotiation process canlead to positive emotions

    0ositive feelings res#lt from fair proced#resd#ring negotiation

    0ositive feelings res#lt from favorable socialcomparison

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-1%

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    MOOD* EMOTION* AND NEGOTIATION

    # Negative emotions generally havenegative conse#ences for negotiations

     They may lead parties to dene the sit#ationas competitive or distrib#tive

     They may #ndermine a negotiator$s ability toanaly/e the sit#ation acc#rately, which

    adversely a(ects individ#al o#tcomes They may lead parties to escalate the con4ict

     They may lead parties to retaliate and maythwart integrative o#tcomes

    © 2015 by McGraw-Hill Education. This is proprietary material solely orauthori!ed instructor use. "ot authori!ed or sale or distribution in any

    manner.5-15

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    MOOD* EMOTION* AND NEGOTIATION

    # !spects of the negotiation process canlead to negative emotionsNegative emotions may res#lt from acompetitive mind-set

    Negative emotions may res#lt from animpasse

    Negative emotions may res#lt from theprospect of beginning a negotiation

    # '(ects of positive and negativeemotion 0ositive emotions may generate negativeo#tcomes

    Negative feelings may elicit benecial© 2015 by McGraw-Hill Education. This is proprietary material solely or authori!ed instructor 5-1&


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