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Building Blocks of Negotiation: Perception, Cognition, and Emotions in Negotiation

The document discusses the three main building blocks of negotiation: perception, cognition, and emotion. It focuses on perception and how individuals connect to their environment through a sense-making process influenced by their current state. It outlines four major perceptual distortions - stereotyping, halo effects, selective perception, and projection. The document then discusses cognition, specifically framing and cognitive biases. It explains different types of frames and how frames shape issues in negotiation. Finally, it briefly mentions emotions and how negative emotions can increase conflict.

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Jaideip Khaatak
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251 views

Building Blocks of Negotiation: Perception, Cognition, and Emotions in Negotiation

The document discusses the three main building blocks of negotiation: perception, cognition, and emotion. It focuses on perception and how individuals connect to their environment through a sense-making process influenced by their current state. It outlines four major perceptual distortions - stereotyping, halo effects, selective perception, and projection. The document then discusses cognition, specifically framing and cognitive biases. It explains different types of frames and how frames shape issues in negotiation. Finally, it briefly mentions emotions and how negative emotions can increase conflict.

Uploaded by

Jaideip Khaatak
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The building blocks of Negotiation

Perception, Cognition, and


Emotion in Negotiation
Part-1

Presented by :
Jaideip Khaatak, Research Scholar
IMSAR, MDU, Rohtak

Feedback:
WhatsApp: +91-79887-84801, email: [email protected]
Perception, Cognition, and
Emotion in Negotiation
• The basic building blocks of all social
encounters are:
• Perception
• Cognition
• Framing
• Cognitive biases
• Emotion
Perception
• Perception is:
• The process by which individuals
connect to their environment.
• A complex physical and psychological
process
• A “sense-making” process
The Process of Perception

The Perceptual Process


The Process of Perception
• The process of ascribing meaning to messages and
events is strongly influenced by the perceiver’s
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
Perceptual Distortion
Four major Perceptual Errors:
–Stereotyping
–Halo effects
–Selective perception
–Projection
Stereotyping and Halo Effects
Stereotyping:
– Is a very common distortion
– Occurs when an individual assigns attributes to another
solely on the basis of the other’s 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 one attribute of
an individual
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 one’s own self-
concept
• People assign to others the characteristics or
feelings that they possess themselves
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
– Impart meaning and significance
Types of Frames
• Substantive
• Outcome
• Aspiration
• Process
• Identity
• Characterization
• Loss-Gain
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 frame
because of various factors
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 issue
development
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
• Certain frames are more likely than others to lead
to certain types of processes and outcomes
Thanks!
The building blocks of Negotiation

Perception, Cognition, and


Emotion in Negotiation
Part-2
Presented by :
Jaideip Khaatak, Research Scholar
IMSAR, MDU, Rohtak

Feedback:
WhatsApp: +91-79887-84801, email: [email protected]
Cognitive Biases in Negotiation
• Negotiators have a tendency to make
systematic errors when they process
information.
• These errors, collectively labelled cognitive
biases, tend to impede negotiator
performance.
Irrational Escalation of Commitment and
Mythical Fixed-Pie Beliefs
• Negotiators maintain commitment to a course
of action even when that commitment
constitutes irrational behaviour
• Mythical fixed-pie beliefs
– Negotiators assume that all negotiations (not just
some) involve a fixed pie
Anchoring & Adjustment,
Issue Framing & Risk
• 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
Availability of Information and
the Winner’s Curse
• 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 winner’s curse
• The tendency to settle quickly on an item and
then subsequently feel discomfort about a win
that comes too easily
Overconfidence and the Law of Small
Numbers
• 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
Self-Serving Biases and Endowment Effect

• People often explain another person’s behaviour 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 own or believe
you possess
Emotions
•  Negative emotions can create an unpleasant
environment and increase a conflict that may
exist
Thanks!

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