Professional Documents
Culture Documents
Negotiation
Section 01:
Negotiation Fundamentals
Chapter 05:
Ethics in Negotiation
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Ethical Quandaries
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Ethics and Negotiation
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Applying Ethical Reasoning to Negotiation
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Ethics v. Prudence v. Practicality v. Legality
Ethical.
• Appropriate as determined by some standard of moral conduct.
Prudent.
• Wise, based on trying to understand the efficiency of the tactic and the
consequences it might have on the relationship with the other.
Practical.
• What a negotiator can actually make happen in a given situation.
Legal.
• What the law defines as acceptable practice.
Other criteria include intrinsic and instrumental reasons.
• Some tactics are seen by all as unethical.
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Exhibit 5.1: Analytical Process for the Resolution of
Moral Problems
© McGraw-Hill Education Source: Hosmer, LaRue T., The Ethics of Management. Boston, MA: McGraw-Hill, 2003. 6
End-Result Ethics
Negotiators with noble objectives, feel they can use any tactics.
• Drawing on consequentialism – a view that the moral worth of an action should
be judged on the basis of the consequences it produces.
Followers of utilitarianism believe the best moral choice maximizes
the greatest good for the greatest number of people.
Debate about end-result ethics centers on some key questions.
• How do people define maximum utility, and how is it measured?
• How do parties trade off between short-term and long-term consequences,
when one may damage the other?
• If unable to create utility for everyone, is it adequate to create it for many, even if
some people will not benefit or will even suffer?
• How do you balance the benefits of a majority with protection of the rights of a
minority?
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Duty Ethics
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Social Contract Ethics
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Personalistic Ethics
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Questions of Ethical Conduct in Negotiation?
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Ethically Ambiguous Tactics and Truth
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What Ethically Ambiguous Tactics are There?
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Does Tolerance Lead to Use of Such Tactics?
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Are Ethically Ambiguous Tactics Acceptable to Use?
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Deception by Omission versus Commission
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Figure 5.2: A Simple Model of Deception in Negotiation
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Motives for Using Deceptive Tactics
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Consequences of Unethical Conduct
Effectiveness.
• Evidence points to the effectiveness of deceptive tactics in certain
circumstances.
• Misrepresenting interest on an issue that both parties want can induce
concessions that lead to favorable outcomes.
Reactions of others.
• “Targets” who discover the deception are typically angry.
• For serious and personal deception, the relationship suffers.
Reactions of self.
• When the other party suffers, a negotiator may feel discomfort.
• Negotiators in a simulated situation who lied tended to make larger
concessions later in the negotiation to compensate.
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Explanations and Justifications
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Factors Shaping Predisposition to Deception
Demographic factors.
• Women tend to make more ethically rigorous judgments than men.
• Female negotiators are lied to more than male negotiators.
• Both men and women behaved more ethically as they aged.
• Older parties see bluffing as more acceptable, deception less so.
• Professional orientation may increase, or decrease, acceptability.
• There are cultural differences in attitudes toward ambiguous tactics.
Personality differences.
• Your “straightforwardness” leads to greater concern for the other party.
• There are four other dimensions of personality that may predict the
likelihood of using ethically ambiguous tactics, discussed next.
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Personality Differences
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Moral Development and Personal Values
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Contextual Influences on Unethical Conduct
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Contextual Influence
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Dealing with the Other’s Use of Deception
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End of Chapter 05.
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© 2019 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.