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Labour Relations, Fairness and Negotiations - The psychology of negotiation

4 important questions on Labour Relations, Fairness and Negotiations - The psychology of negotiation

The differentiation-before-integration principle:

Negotiators engage in distributive contending early in the negotiation and later switch to integrative problem solving (bad cop/good cop)

Cognitive heuristics principle:

sense making in fuzzy negotiation situations leads individuals to rely on cognitive heuristics that provide simplified views of the negotiation. It is fast but low-quality

Social motive principle:

Negotiators have or adopt a prosocial or a proself motivation that drives for confirmatory sense-making processes so that prosocials are more likely to see the negotiation as a collaborative game, and their counterpart as a trustworthy person, whereas proselves are more likely to the negotiation as a competitive game, and their counterpart as untrustworthy, and leads prosocials to engage in more problem solving when there is high resistance to concession making and more yielding when there is low resistance

The moody negotiator principle and the emotion-as strategic-information principle:

Emotion: One’s counterpart’s emotions provide information that strategic implications, and which is used as such provided that there is sufficient motivation
Moody: Angry negotiators are more likely to play tough and to make small concessions, than are sad negotiators who are more evasive and happy negotiators who easily make concessions