Term
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Definition
| The tendency to respond to the actions of others with similar actions. A single round of action followed by a reciprocal response can work itself into an ongoing cycle. |
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Term
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Definition
Naive Realism- people tend to assume that their view of the world reflects reality. When others reach different conclusions we assume they are unreasonable, and this triggers vicious cycles because both sides are symmetric (when it comes to viewing the other as unreasonable)
The Confirmatory Bias- the tendency to seek out information that verifies our preexisting beliefs and to ignore or find flaws with disconfirming information.
Accuser Bias- When someone does something that causes us harm, we hold them excessively responsible.
Excuser Bias- tendency to focus on factors beyond our control to explain away our behavior, while turning a blind eye toward factors within our control. |
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Term
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Definition
| Asking for some information when you don't really want it. Can cause disastrous results. |
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Term
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Definition
Slow to blame others
Above average to understand others have different perspectives |
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Term
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Definition
| Fairness Perceptions- whether the process of negotiating was fair, whether the other side has considered our side, did we have opportunity to voice our opinion. |
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Term
| Bullard Negotiation Key Take Aways |
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Definition
Don't Lie
Don't violate agreement
Don't fall prey to agreement bias
Don't accept deals less than BATNA
Sometimes NO DEAL is the best outcome
Don't lose sight of interests and values
Careful attention to instructions and interests of Principal can prevent an agreement. |
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Term
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Definition
Tendency to reach agreement regardless of the circumstances, even if the deal is unforavorable (LESS THAN BATNA)
Don't settle unless the deal is superior to BATNA, or if there is a ZOPA that can be reached ethically. |
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Term
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Definition
Extent to which you regulate and control your behavior in social settings.
High Self Monitors tend to modify behavior to meet expectations
Low Self Monitors tend to act and then discover the consequences |
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Term
| Self Monitoring and Negotiation |
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Definition
High Self Monitors
--Strength: Acting Pragmatically
--Vulnerability: Violating your principles/values (and falling victim to agreement bias)
Low Self Monitoring
--Strength:sticking to your principles/values
--Vulnerability: failing to pick your battles (and irritating counterpart by being unwilling to compromise) |
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Term
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Definition
| Be prepared, inadvertent disclosure and lies happen when unprepared. Ask simple cost-benefit questions about disclosure. Will it hurt or help? |
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Term
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Definition
Half Truths are DANGEROUS!
Ideal Response: "I am unauthorized to respond to this question, but tell me your concerns and I will try and deal with them." |
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Term
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Definition
Liars tend to:
Be less forthcoming
tell less plausible and logical stories
express more complaints
display less pleasant facial expressions
tell stories with less imperfections
create more negative impressions
appear more tense and nervous
It's easiest to know when people are lying when they have an incentive to. They may also make less eye contact, have a higher pitched voice, cues become more pronounced over longer presentations and conversations. |
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Term
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Definition
They have expertise and influence as well as they are detached from the problem. They are flexible in their tactics.
However, some costs are ownership problems and conflicting interests and there is room for duplicity. |
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Term
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Definition
Two or more people
Multiple perspectives, roles and transactive memory.
but responsibility rules and diffusion gets mixed up, its hard to coordinate, social loafing and group polarization |
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Term
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Definition
| some people are unmotivated to contribute, they fail to share information |
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Definition
| talk about what everyone knows and ignore specialized information |
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Term
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Definition
| belief that others share your views and you overlook the differences of opinion and areas of conflict. |
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Term
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Definition
| "us vs. them" mentality, competitive rather than cooperative exchange |
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Term
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Definition
| Agreement with partner leads to more extreme position, and unrealistic anchoring attempts to frustrate counterparts. |
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