(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)
Frames
Types
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 winners 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 arent absolute
Positive feelings - negative
outcomes
Negative feelings - beneficial
outcomes
Emotions can be used
strategically

(Lewicki, Saunders & Barry. 2011)
Are You in Control of You?