NOCEEPRTIP

PERCEPTION
 UNIT 5 -
Perception,
Cognition,
and
Emotion

(Lewicki, Saunders & Barry.

2011)
 Objectives:
1. Understand the important role played by
perceptions, cognitions, and emotions in
negotiation.

2. Explore how perceptions can become distorted and

lead to biases in negotiation and judgment.

3. Consider the ways that cognitions in negotiation can

be affected by biases and framing processes, and how
emotions and mood can shape a negotiation.

4. Gain advice on how to manage perception,

cognition, and emotions in negotiation situations
Perception, Cognition, Emotion
Social encounters build
upon:
– Perception
– Cognition
• Framing
• Cognitive biases
– Emotion

(Lewicki, Saunders & Barry.

2011)
Perception Defined
Perception is the process by which
individuals connect to their
environment. In layman’s terms, it is a
sense-making process where people
interpret their environment so to
respond appropriately. As perception
depends on the perceiver’s current
state of mind, role and comprehension,
here could always be errors in the
interpretation and subsequent
communication.
Perception Process

(Lewicki, Saunders & Barry.

2011)
OTYEPRSGTNEI
STEREOTYPING
 Perceptual Distortion

• Common errors:
– Stereotyping
– Halo effects
– Selective
perception
– Projection

(Lewicki, Saunders & Barry.

2011)
 Perceptual Distortion

Stereotyping

Reality?

Halo
Project
Effects

Selective
Perception

(Lewicki, Saunders & Barry.

2011)
 Perceptual Distortion
A perceptual distortion occurs when a
person's responses to stimuli varies
from how it is
commonly perceived. Perceptual
distortion can relate to either sensory
or psychological disorders, medication
or drugs, or physical damage to the
brain or sensory organ.
Types of Perceptual Distortions

– Stereotyping

⮚ Assign attributes to one solely based on the

membership to a particular large group or
category (social, racial, religious or sexual
orientations )
Eg: He is an Italian so he must know so much
about Rome.
⮚ Very common, highly resistant to change
once formed.
 Halo Effect
⮚ Generalize many attributes based on the knowledge
of one attribute of the individuals without any
consistent relationship between them
⮚ Positive effect a good attribute, negative effect a bad
attribute
⮚ Reasons for occurrence
Very little experience with the other party
When the person is well known
When the qualities have strong moral implications

Eg: He is smiling so he must be telling the truth!

Selective Perception
⮚ Singles out certain information
that supports a prior belief and
filters out information that does
confirm the belief.

Projection
⮚ Assign to others the characteristics
or feelings that they possess
themselves.
TIVESUBSTAN
SUBSTANTIVE
 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 Use in Negotiations
• Substantive ▪ Multiple
• Outcome ▪ Mismatches cause conflict
• Aspiration ▪ Negotiate differently
• Process ▪ Specific with certain types
of issues
• Identity
▪ Particular frames lead to
• Characterization
particular agreements
• Loss-Gain
▪ Parties assume particular
frames for many reasons
(Lewicki, Saunders & Barry.
2011)
 How Frames Work in Negotiation
• Negotiators can use more than one frame
 How Frames Work in Negotiation
• Mismatches in frames between parties are
sources of conflict
 How Frames Work in Negotiation
• Different types of frames or content from the
two parties can cause misunderstanding and
conflict escalation
• Can reframe the conflict into the frame that is
more compatible for both parties. Types of
frames may lead to particular types of
agreements
• Aspiration frames lead to integrative
agreement
• Outcome or negative frames can lead to
distributive agreement
• Specific frames may be likely to be used
with certain types of issues
• People discussing salary may be likely to use outcome
frame.
• People discussing relationship may be likely to use
characterization frame
• Parties are likely to assume a particular
frame because of various factors
• Differences in personality
• Value differences
• Power differences
• Differences in background
• Social context
PICtoWord
MISMATCH
PICtoWord
REFRAME
RESETSINT,
THIRGS NDA
ERPOW
 INTEREST,
RIGHTS AND
POWER
Different approach on how frames work
in negotiation

1.Interests
1. Frame the conflicts based on interest, not on their positions
and demands
2.Rights
1. Use some standards and rules to decide who has legitimacy,
who is correct and fair in resolving the problem
3.Power
1. Create win-lose situation
2. Resolve the conflict based on power – ability to coerce the
other by imposing other types of forces – economic
pressures, expertise, legitimate authority, etc.
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)
HTE NISWENR
SCURE
THE WINNERS
CURSE
 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)
COGNITIVE BIASES IN NEGOTIATION
GOCEVITIN
COGNITIVE
 Managing Cognitive Biases

• Be aware of the
negative aspects of
these biases
• Discuss them in a
structured manner
within the team and
with counterparts

(Lewicki, Saunders & Barry.

2011)
Mood or Emotion?

• Three distinct
characteristics:
– Specificity
– Intensity
– Duration

(Lewicki, Saunders & Barry.

2011)
TLCORNO
CONTROL
 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?

(Lewicki, Saunders & Barry.

2011)
 THE END…

Thank you for listening…

God Bless us all.