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Module 4 Assignment

Urveshkumar Prajapati

BA62571G623 Negotiation and Conflict Management

Campbellsville University
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Perception, Cognition, and Emotion in Negotiations

Perception

As applies to negotiation process Perception means how the parties involved in a negotiation

process interpret information that is given to them. It would require the use of several inputs

of selection, organization, and interpretation to allow for the construction of the overall

picture of the negotiation position. Expectations, experiences, and realities that surround

negotiations may all alter the negotiation drastically whether these are overall perceptions or

impressions gathered during negotiations.

Cognition

Cognition refers to the reception of knowledge and understanding in the form of knowledge,

experience and senses through reasoning. In performing the act of bargaining, cognition

encompasses aspects such as information intake, the unfolding of events, formation of

strategies as well as coming to conclusions over the event. This skill involves the capacity to

prepare and analyze many aspects of the negotiation as well as employ critical thinking

before entering negotiations.

Emotion

Since emotion is the disposition of individuals concerning their perspectives, behavior, and

capacity to reason, it has significance for negotiations. Joy, for example, can coexist with

sadness; equal experience can give you happiness as well as enthusiasm. Happiness and

excitement are good feelings which are worth feeling. Participants bring change concerning

how they perceive the issue, engage or respond to other people, and how solutions are

designed.
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Implementation in past employment Negotiations: In the previous employment negotiation, I

employed perception analysis in order to evaluate the employer’s objective by listening and

watching them carefully during the course of the conversation. Due to this, I was able to shift

my arguments to align with what those in power would find acceptable. By dealing with the

pay data and the benefits package assembled a convincing argument to get a better offer. This

was one of thoughts, The latter was ‘tis one of those situations when thought was involved. It

was a strong experience, ranging from the joy of being presented such a possibility to the

apprehension of the talk. This easily influenced me since my temper sort of faded away and I

was in a position to address the audiences coherently.

It is examined that perceptions, cognitions and emotions have considerable impact on the

formation of the negotiation procedures and outcomes. People utilized perception and

perception to analysis data’s and establish views about their opponents. It may refer to their

intellectual capabilities in the ways they interpret data, plan processes, and come up with

conclusions. In real life, the parties’ behaviour, the language they use and their capacity to

deal with stress in the course of the negotiating process is always influenced by emotions.

Stereotyping is one of the biases that may lead to bias views, while halo effects and selective

perception are other common biases that may lead to bias views. Prejudicial evaluations

could stem from the followable impressions that a given negotiator has developed about an

opponent based on factors such as ethnicity or previous encounters. The effects known as

‘halo effects’ come to the reality to denote that if one possess positive or negative attributes,

the balance can tip of in favor of an objective appraisal and gain a positive impression.

Selective perception is a technique used by people whereby they failure to receive

information that they do not expect but focus only on the information that they expect.

Cognition and Biases

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Although, in relation to negotiations, it can be seen that biases and framing processes may

interfere in cognitive operations. For instance, if people tend to attribute too much importance

to the first thing that they learn, there are high chances that they would end up developing

wrong outcomes. What this means is that when making a decision we tend to put most of the

emphasis on the first piece of information that we come across This is referred to as

anchoring bias. Framing effects are certain consequences of presenting the same to a variety

of approaches to alter decisions being made and perceptions. Describing how there are

possibilities of losing more that gaining can make the negotiators more risk averse, this is one

of the strategies used.

This is a fact since emotions and mood affect the procedure and the achievement of results in

negotiations, which is impossible to overestimate. Optimistic attitudes, lively and cheerful

feelings may lead to increase of cooperation, ideational and innovative abilities, as well as

problem-solving abilities. Hostility and irritation, for example, create unfavorable conditions

that can cause a conflict, polarization, and even such settlements that are not quite good.

Emotion regulation entails acceptance of the effects of emotions and employing the skills

including, understanding, exertion of control, and presence in an attempt to foster positive

feelings.

Negotiation skill can also be referenced as the ability to control sensation, thought and

feeling; this happens to be perhaps the single largest component of interpersonal negotiation.

Indeed, obtaining accurate and objective data should be a managers’ major concern in

perceiving regulation because the negotiators should verify facts and learn about other

positions. For efficiency of cognitive investments, one had better think critically, be

scrupulous, and elaborate the number of approaches. Emotional literacy does encompass such

factors as the ability to recognize and control one’s emotions; the ability to recognize

emotions in others and establish pleasant relations with them.

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Conclusion

Perception and cognition processes, emotion understanding, and impulse control are some

basic preconditions in negotiating. These elements are at the heart of the ways negotiators

approach the analysis of information, the development of strategies, and conduct with

counterparts. In other words, the purpose of the study is in raising the awareness of prejudices

and in learning how to manage the emotions in order to enhance negotiation results and

achieve integration.
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Reference

Bazerman, M. H., & Moore, D. A. (2020). Judgment in managerial decision making (9th

ed.). Wiley.

Lewicki, R. J., Barry, B., & Saunders, D. M. (2021). Negotiation (8th ed.). McGraw-Hill

Education.

Thompson, L. L. (2018). The mind and heart of the negotiator (7th ed.). Pearson.