(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)

FramesTypes

• 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 winner’s 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 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?