Ana Negotiation w6

DRM 2053
Negotiation
Techniques
DR HJH AIDA NASIRAH ABDULLAH
NEGOTIATION 7e
Lewicki Saunders
Barry
UNIVERSITI PERTAHANAN NASIONAL MALAYSIA
1-1
2-1
Week 6
NEGOTIATION SUB
PROCESS:
PERCEPTION
FRAMING
2015 by McGraw-Hill Education. This is proprietary material solely for
authorized instructor use. Not authorized for sale or distribution in any
manner.
5-2
PERCEPTION, COGNITION, AND

EMOTION IN NEGOTIATION
The basic building blocks of all social
encounters are:
Perception
Cognition
Framing
Cognitive biases
Emotion
manner.
5-3
PERCEPTION
Perception is:
The process by which individuals
connect to their environment.
A complex physical and psychological
process
A sense-making process

manner.
5-4
THE PROCESS OF PERCEPTION
The process of ascribing meaning to messages and

events is strongly influenced by the perceivers
current state of mind, role, and comprehension of
earlier communications.
People interpret their environment in order to
respond
appropriately
The complexity of environments makes it
impossible to process all of the information
People develop shortcuts to process information
and these shortcuts create perceptual errors
5-5
PERCEPTUAL DISTORTION
Four major perceptual errors:
Stereotyping
Halo effects
Selective perception
Projection

manner.
5-6
STEREOTYPING AND HALO

EFFECTS
Stereotyping:
Is a very common distortion
Occurs when an individual assigns
attributes to another solely on the basis

of the others membership in a particular
social or demographic category
Halo effects:
Are similar to stereotypes
Occur when an individual generalizes
about a variety of attributes based on the
knowledge of
2015 by McGraw-Hill
Education. This is proprietary
material
solely for
one attribute
of an
individual
manner.
5-7
SELECTIVE PERCEPTION
AND PROJECTION
Selective perception:
Perpetuates stereotypes or halo effects
The perceiver singles out information that
supports a prior belief but filters out contrary
information
Projection:
Arises out of a need to protect ones own self-
concept
People assign to others the characteristics or
feelings that they possess themselves
manner.
5-8
FRAMING
Frames:
Represent the subjective mechanism through
which people evaluate and make sense out of

situations
Lead people to pursue or avoid subsequent
actions
Focus, shape and organize the world around
us
Make sense of complex realities
Define a person, event or process
2015 by McGraw-Hill
Education.
This is proprietary material
solelysignificance
for
Impart
meaning
and
5-9
manner.
TYPES OF FRAMES
Substantive
Outcome
Aspiration
Process
Identity
Characterization
Loss-Gain
manner.
5-10
HOW FRAMES WORK IN NEGOTIATION

Negotiators can use more than one
frame
Mismatches in frames between parties
are sources of conflict
Particular types of frames may lead to
particular types of arguments
Specific frames may be likely to be used
with certain types of issues
Parties are likely to assume a particular
5-11
frame because of various factors

INTERESTS, RIGHTS, AND POWER

Parties in conflict use one of three
frames:
Interests: people talk about their
positions but often what is at stake is
their underlying interests
Rights: people may be concerned
about who is right that is, who has
legitimacy, who is correct, and what is
fair
Power: people may wish to resolve a 5-12
conflict

manner.
THE FRAME OF AN ISSUE CHANGES

AS THE NEGOTIATION EVOLVES
Negotiators tend to argue for stock
issues or concerns that are raised

every time the parties negotiate
Each party attempts to make the best
possible case for his or her preferred
position or perspective
Frames may define major shifts and
transitions in a complex overall
negotiation
Multiple agenda items operate to
shape
5-13

manner.
SOME ADVICE ABOUT PROBLEM

FRAMING FOR NEGOTIATORS
Frames shape what the parties define
as the key issues and how they talk

about them
Both parties have frames
Frames are controllable, at least to
some degree
Conversations change and transform
frames in ways negotiators may not
be able to predict but may be able to
control
5-14
2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor
use. Not authorized for sale or distribution in any manner.
COGNITIVE BIASES IN NEGOTIATION

Negotiators have a tendency to make
systematic errors when they process

information. These errors, collectively
labeled cognitive biases, tend to impede
negotiator performance.

manner.
5-15
COGNITIVE BIASES
The winners
Irrational
curse
escalation of
Overconfidence
commitment
Mythical fixed-pie The law of small
numbers
beliefs
Self-serving
Anchoring and
biases
adjustment
Endowment
Issue framing
effect
and risk
Ignoring others
Availability of
cognitions
information
5-16
IRRATIONAL ESCALATION OF
COMMITMENT AND MYTHICAL
FIXED-PIE BELIEFS
Irrational escalation of commitment
Negotiators maintain commitment to a course
of action even when that commitment
constitutes irrational behavior
Mythical fixed-pie beliefs
Negotiators assume that all negotiations (not
just some) involve a fixed pie

manner.
5-17
ANCHORING AND ADJUSTMENT

AND ISSUE FRAMING AND RISK
Anchoring and adjustment
The effect of the standard (anchor) against
which subsequent adjustments (gains or
losses) are measured
The anchor might be based on faulty or
incomplete information, thus be misleading
Issue framing and risk
Frames can lead people to seek, avoid, or be
neutral about risk in decision making and

negotiation
manner.
5-18
AVAILABILITY OF INFORMATION
AND THE WINNERS CURSE
Availability of information
Operates when information that is presented
in vivid or attention-getting ways becomes
easy to recall.
Becomes central and critical in evaluating
events and options
The winners curse
The tendency to settle quickly on an item
and then subsequently feel discomfort about

a win that comes too easily
manner.
5-19
OVERCONFIDENCE
AND THE LAW OF SMALL NUMBERS
Overconfidence
The tendency of negotiators to believe that
their ability to be correct or accurate is
greater than is actually true
The law of small numbers
The tendency of people to draw conclusions
from small sample sizes
The smaller sample, the greater the
possibility that past lessons will be
erroneously used to infer what will happen in
the future
manner.
5-20
SELF-SERVING BIASES
AND ENDOWMENT EFFECT
Self-serving biases
People often explain another persons
behavior by making attributions, either to the
person or to the situation
The tendency, known as fundamental
attribution error, is to:
Overestimate the role of personal or internal
factors
Underestimate the role of situational or external
factors
Endowment effect
The tendency to overvalue something you
ownEducation.
or believe
possess
2015 by McGraw-Hill
This is proprietaryyou
material solely
for
manner.
5-21
IGNORING OTHERS COGNITIONS

AND REACTIVE DEVALUATION
Ignoring others cognitions
Negotiators dont bother to ask about the
other partys perceptions and thoughts
This leaves them to work with incomplete
information, and thus produces faulty results
Reactive devaluation
The process of devaluing the other partys
concessions simply because the other party
made them
manner.
5-22
MANAGING MISPERCEPTIONS AND

COGNITIVE BIASES IN NEGOTIATION
The best advice that negotiators can
follow is:
Be aware of the negative aspects of
these biases
Discuss them in a structured manner
within the team and with counterparts

manner.
5-23
MOOD, EMOTION, AND NEGOTIATION

The distinction between mood and
emotion is based on three

characteristics:
Specificity
Intensity
Duration

manner.
5-24

Negotiations create both positive and
negative emotions
Positive emotions generally have
positive consequences for negotiations
They are more likely to lead the parties
toward more integrative processes

They also create a positive attitude toward
the other side
They promote persistence
manner.
5-25

Aspects of the negotiation process can
lead to positive emotions

Positive feelings result from fair procedures
during negotiation
Positive feelings result from favorable social
comparison

manner.
5-26

Negative emotions generally have
negative consequences for negotiations

They may lead parties to define the situation
as competitive or distributive
They may undermine a negotiators ability to
analyze the situation accurately, which
adversely affects individual outcomes
They may lead parties to escalate the conflict
They may lead parties to retaliate and may
thwart integrative outcomes
manner.
5-27

Aspects of the negotiation process can
lead to negative emotions
Negative emotions may result from a
competitive mind-set
Negative emotions may result from an
impasse
Negative emotions may result from the
prospect of beginning a negotiation
Effects of positive and negative
emotion
Positive emotions may generate negative
outcomes
Negative feelings may elicit beneficial
5-28

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DRM 2053

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

PERCEPTION, COGNITION, AND

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

THE PROCESS OF PERCEPTION

The process of ascribing meaning to messages and

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

STEREOTYPING AND HALO

attributes to another solely on the basis

which people evaluate and make sense out of

HOW FRAMES WORK IN NEGOTIATION

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

INTERESTS, RIGHTS, AND POWER

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

THE FRAME OF AN ISSUE CHANGES

issues or concerns that are raised

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

SOME ADVICE ABOUT PROBLEM

as the key issues and how they talk

COGNITIVE BIASES IN NEGOTIATION

systematic errors when they process

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

just some) involve a fixed pie

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

ANCHORING AND ADJUSTMENT

neutral about risk in decision making and

and then subsequently feel discomfort about

IGNORING OTHERS COGNITIONS

MANAGING MISPERCEPTIONS AND

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

MOOD, EMOTION, AND NEGOTIATION

emotion is based on three

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

MOOD, EMOTION, AND NEGOTIATION

toward more integrative processes

MOOD, EMOTION, AND NEGOTIATION

lead to positive emotions

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

MOOD, EMOTION, AND NEGOTIATION

negative consequences for negotiations

MOOD, EMOTION, AND NEGOTIATION

lead to negative emotions

Negative emotions may result from a

Positive emotions may generate negative

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