negotiation: perception, cognition & emotion
DESCRIPTION
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill).TRANSCRIPT
(Lewicki, Saunders & Barry. 2011)
Perception, Cognition,
and Emotion
(Lewicki, Saunders & Barry. 2011)
Perception, Cognition, Emotion
Social encounters build upon:
–Perception
–Cognition
• Framing
• Cognitive biases
–Emotion
(Lewicki, Saunders & Barry. 2011)
Perception Process
(Lewicki, Saunders & Barry. 2011)
Perceptual Distortion
• Common errors:–Stereotyping–Halo effects–Selective
perception–Projection
(Lewicki, Saunders & Barry. 2011)
Perceptual Distortion
Stereotyping
Halo Effects
Selective Perception
Project
Reality?
(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
(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
(Lewicki, Saunders & Barry. 2011)
Interests Rights Power
(Lewicki, Saunders & Barry. 2011)
Frames Change as Talks Evolves
• Stock issues
• Best possible case
• Shifts and transitions
• Multiple agenda items
(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
(Lewicki, Saunders & Barry. 2011)
Cognitive Biases• Irrational escalation of
commitment• Mythical fixed-pie
beliefs• Anchoring and
adjustment• Issue framing and risk• Availability of
information
(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
(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
(Lewicki, Saunders & Barry. 2011)
Mood or Emotion?
• Three distinct characteristics:–Specificity– Intensity–Duration
5-14
(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
(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
(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
(Lewicki, Saunders & Barry. 2011)
Are You in Control of You?