By Roderick M Kramer, David Messick
Whereas such a lot experiences in negotiation and clash administration have fascinated with cognitive facets, few have addressed the influence of social strategies and contexts at the negotiation technique. Addressing this want, Roderick M Kramer and David M Messick have introduced jointly unique conception and learn from best students during this rising field.
A wide selection of issues is roofed together with: the function of staff id and responsibility on negotiator judgement and selection making; the significance of power-dependence family on negotiation; intergroup bargaining; coalitional dynamics in bargaining; social impression procedures in negotiation; cross-cultural views of negotiation; and the effect of social relationships on n
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Extra resources for Negotiation as a Social Process
As the number of parties increases, communication will become more complex and each party will find it more difficult to voice preferences. , 1988), and, working under this greater cognitive load, negotiators are less likely to receive a given piece of information. Social Context in Negotiation 29 Judgment Coordination Some social contexts, such as team negotiations, demand coordination of judgments between negotiators. , 1991); given that members share the same interests, difficulties in coordinating behavior are likely to stem from differences in judgments about the other party or the negotiation situation.
Kruglanski (1988) argues that beyond a core belief in incompatible goals, disputants' conflict schemata differ substantially. Klar et al. (1988) propose a two-stage process of hypothesis generation and validation, based upon both cognitive and motivational factors. The cognitive factors proposed to affect hypothesis generation are the availability of ideas and their accessibility. Motivational factors affecting hypothesis generation include a need for cognitive structure, which stems from an intolerance for ambiguity.
Self-regulation of cognitive inference and decision processes. Personality and Social Psychology Bulletin, 20, 3-19. Bazerman, M. , 8c Carroll, J. (1987). Negotiator cognition. In B. M. Staw 8c L. L. ), Research in organizational behavior (Vol. 9, pp. 247-288). Greenwich, CT: JAI. Bazerman, M. , 8c Valley, K. (in press). When and why do negotiators outperform game theory? In R. N. Stern 8c J. ), Nonrational elements of organizational decision making. Ithaca, NY: ILR. Bazerman, M. , 8c Thompson, L.