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Deal or No Deal? Negotiation 101. Patel Bhavik N,Rubin Geoffrey D Journal of the American College of Radiology : JACR 10.1016/j.jacr.2016.03.029
Deception in negotiations: Insights and opportunities. Current opinion in psychology Deception pervades negotiations and shapes both the negotiation process and outcomes. In this article, we review recent scholarship investigating deception in negotiations. We offer an integrative review of recent theoretical and empirical research, and we argue that the dominant experimental paradigms that scholars have used to study deception have limited our understanding of deception in negotiations. We call for future work to develop new paradigms to investigate the role of relationships, reputations, emotions, and negotiation experience. We also call for future work to expand our understanding of practical prescriptions to curtail a negotiator's risk of being deceived. 10.1016/j.copsyc.2022.101436
The dynamics of gender and alternatives in negotiation. Dannals Jennifer E,Zlatev Julian J,Halevy Nir,Neale Margaret A The Journal of applied psychology A substantial body of prior research documents a gender gap in negotiation performance. Competing accounts suggest that the gap is due either to women's stereotype-congruent behavior in negotiations or to backlash enacted toward women for stereotype-incongruent behavior. In this article, we use a novel data set of over 2,500 individual negotiators to examine how negotiation performance varies as a function of gender and the strength of one's alternative to a negotiated agreement. We find that the gender gap in negotiation outcomes exists only when female negotiators have a strong outside option. Furthermore, our large data set allows us to examine an understudied performance outcome, rate of impasse. We find that negotiations in which at least one negotiator is a woman with a strong alternative disproportionately end in impasse, a performance outcome that leaves considerable potential value unallocated. In addition, we find that these gender differences in negotiation performance are not due to gender differences in aspirations, reservation values, or first offers. Overall, these findings are consistent with a backlash account, whereby counterparts are less likely to come to an agreement and therefore reach a potentially worse outcome when one party is a female negotiator empowered by a strong alternative. (PsycInfo Database Record (c) 2021 APA, all rights reserved). 10.1037/apl0000867
Strategic time in negotiation. Carnevale Peter J Current opinion in psychology Time is a fundamental element of negotiation, often as a condition or situation faced by the negotiator (e.g. "I am under time pressure - I must sell my car today because I am leaving town tonight!"). Time can be strategic, used by negotiators to achieve an objective, typically an effort to evoke compliance, for example the exploding offer ("The job offer is only good until tomorrow at noon"). Time can affect many aspects of negotiation including basic negotiation processes and outcomes, choice of tactics, and basic psychological processes of emotion, cognition, and motivation. Time pressure often intensifies the prevailing motive, producing greater cooperation (e.g. concession making) and sometimes greater contention and disagreement. Some strategies of negotiation only occur with time (e.g. the black-hat/white-hat sequence), which suggests that 'timing' (knowing when to do something for an effect) is an important skill in negotiation. There are many aspects of time in negotiation that are ripe for empirical investigation. 10.1016/j.copsyc.2018.12.017
Negotiation: How to Be Effective. Weiss Arnold-Peter C The Journal of hand surgery The art of successful negotiation is not as random or difficult as it might seem at first glance. Most negotiations end up with both sides receiving something of value as well as giving up something valuable in return. It has been said that the best negotiated outcomes occur when both parties walk away a bit disappointed or just a little bit happy. The goal of this short primer is to give some hints as to how to get a slightly better deal than the other party most of the time. There are several points to remember to be able to achieve such an outcome frequently. 10.1016/j.jhsa.2016.10.009
Using business negotiation simulation with China's English-major undergraduates for practice ability development. Heliyon As an important part of business English practice teaching, this study explores the design and implementation of business negotiation simulation in a Chinese university context with 77 English-major participants, using online surveys and written document analyses. The English-major participants were satisfied with the approach used in the design of the business negotiation simulation, which mostly used real-world cases in the international context. The participants considered teamwork and group cooperation to be their most improved skills, along with other soft skills and practice abilities. Most of the participants reported that the business negotiation simulation directly reflected the real-world scenarios. Most of the participants ranked the negotiation process as the best sessions, followed up by preparation, group cooperation and discussion. Regarding areas of improvement, the participants needed more rehearsal and practice, more examples of negotiation, more guidance from the teacher on case selection and grouping, feedback from the teacher and the incorporation of simulation activities in offline classroom teaching settings. 10.1016/j.heliyon.2023.e16236