1. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.

2. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 9 Understanding the Importance of Perception in Negotiation

3. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette The process of selecting, organizing, and interpreting stimuli. Perception

4. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Everyone Does Not See the Same Personality affects perception. Personality affects perception. Culture affects perception. Culture affects perception. Attitude affects perception. Attitude affects perception. Context affects perception. Context affects perception.

5. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette  We perceive everything and everyone everyday.  Person perception is the most complex.  Perception affects all that we do.

6. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette We create cognitive structures to organize what we perceive. We create cognitive structures to organize what we perceive. The structure may be thought of as a file cabinet. The structure may be thought of as a file cabinet. Extroverts use fixed cabinets. Extroverts use fixed cabinets. Introverts use abstract cabinets. Introverts use abstract cabinets.

7. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Sensors and Intuitors Perceive Differently Sensors seek validity in things that can be verified by physical senses. Sensors seek validity in things that can be verified by physical senses. Intuitors seek the unusual and creative and see validity in things consistent conceptually. Intuitors seek the unusual and creative and see validity in things consistent conceptually. Sensors organize stimuli according to experience. Sensors organize stimuli according to experience. Intuitors organize according to conceptual relationships. Intuitors organize according to conceptual relationships.

8. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette We Attribute Psychological Processes to Others We view people as causal agents. We view people as causal agents. We infer intentions and attitudes of others. We infer intentions and attitudes of others. We expect experience to repeat. We expect experience to repeat. We make judgments about the purpose of others ’ behavior. We make judgments about the purpose of others ’ behavior. We assess blame and culpability. We assess blame and culpability. We assess validity. We assess validity.

9. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette We tend to assume that others are like us. We tend to assume that others are like us. We tend to think others perceive as we do. We tend to think others perceive as we do. We tend to think others think like we do. We tend to think others think like we do.

10. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Attribution Theory We evaluate validity of messages to acquire valid attitudes. We evaluate validity of messages to acquire valid attitudes. We attribute cause for communication. We attribute cause for communication. Cause may be attributed to external or internal sources. Cause may be attributed to external or internal sources.

11. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette In assessing or attributing cause, we assess three things: ConsistencyConsensusDistinctiveness

12. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Consistency–whether the behavior or communication is consistent with prior experience with THAT individual in similar situations. Consistency–whether the behavior or communication is consistent with prior experience with THAT individual in similar situations. Consensus–whether the behavior agrees with that of OTHERS in similar circumstances. Consensus–whether the behavior agrees with that of OTHERS in similar circumstances. Distinctiveness–whether the behavior is different from prior experience generally with THAT individual. Distinctiveness–whether the behavior is different from prior experience generally with THAT individual.

13. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Decision Tree Consistent? No. Attribute to external causes. Consistent? No. Attribute to external causes. Consistent? Yes. Check Consensus. Consistent? Yes. Check Consensus. Consensus? Yes. Attribute to external causes. Consensus? Yes. Attribute to external causes. Consensus? No. Check Distinctiveness. Consensus? No. Check Distinctiveness. Distinctive? Yes. Attribute to particular external causes and internal causes. Distinctive? Yes. Attribute to particular external causes and internal causes. Distinctive? No. Attribute to internal causes. Distinctive? No. Attribute to internal causes.

14. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette External/Internal Causes We afford greater validity to behavior attributed to external causes. We afford greater validity to behavior attributed to external causes. We do not hold others responsible when we attribute their behavior to external causes. We do not hold others responsible when we attribute their behavior to external causes. We DO hold others responsible when we attribute their behavior to internal causes. We DO hold others responsible when we attribute their behavior to internal causes. Our biases and prejudices are activated in our attribution process. Our biases and prejudices are activated in our attribution process.

15. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Fundamental Error The fundamental attributional error made by all is to tend toward attributing behavior to internal causes. The fundamental attributional error made by all is to tend toward attributing behavior to internal causes. The error accounts in part for our tendency not to believe others. The error accounts in part for our tendency not to believe others. We do not make that error in assessing our own behavior. We have a self-serving bias. We do not make that error in assessing our own behavior. We have a self-serving bias.

16. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Attribution in Negotiation This unconscious process impacts negotiation in at least three ways:  It influences whether or not we see a conflict.  It influences our choice of conflict strategy.  It influences our assessment of potential outcomes.