Abstract Using a simulated two-party negotiation, we examined how trustworthiness and power balance affected deception. In order to trigger deception, we used an issue that had no value for one of the two parties. We found that high cognitive trust increased deception whereas high affective trust decreased deception. Negotiators who expressed anxiety also used more deception whereas those who expressed optimism also used less deception. The nature of the negotiating relationship (mutuality and level of dependence) interacted with trust and negotiators' affect to influence levels of deception. Deception was most likely to occur when negotiators reported low trust or expressed negative emotions in the context of nonmutual or low dependence relationships. In these relationships, emotions that signaled certainty were associated with misrepresentation whereas emotions that signaled uncertainty were associated with concealment of information. Negotiators who expressed positive emotions in the context of a nonmutual or high dependence relationship also used less deception. Our results are consistent with a fair trade model in which negotiator increases deception when contextual and interpersonal cues heighten concerns about exploitation and decrease deception when these cues attenuate concerns about exploitation. Show Journal Information The Journal of Business Ethics publishes original articles from a wide variety of methodological and disciplinary perspectives concerning ethical issues related to business. Since its initiation in 1980, the editors have encouraged the broadest possible scope. The term 'business' is understood in a wide sense to include all systems involved in the exchange of goods and services, while 'ethics' is circumscribed as all human action aimed at securing a good life. Systems of production, consumption, marketing, advertising, social and economic accounting, labour relations, public relations and organisational behaviour are analysed from a moral viewpoint. The style and level of dialogue involve all who are interested in business ethics – the business community, universities, government agencies and consumer groups. Speculative philosophy as well as reports of empirical research are welcomed. In order to promote a dialogue between the various interested groups as much as possible, papers are presented in a style relatively free of specialist jargon. Publisher Information Springer is one of the leading international scientific publishing companies, publishing over 1,200 journals and more than 3,000 new books annually, covering a wide range of subjects including biomedicine and the life sciences, clinical medicine, physics, engineering, mathematics, computer sciences, and economics. Rights & Usage This item is part of a JSTOR Collection.
 Under a Creative Commons license Open access AbstractEmotions play a very important role in the search for dispute resolution, but very often are neither understood nor effectively addressed by the parties to the dispute, also not properly controlled and managed by the professionals that are helping the parties to reach peaceful dispute resolution. The effective negotiator or mediator must take into account not only the economic, political and physical aspects of the process, but also the emotional tenor of themselves as well as that of all of the parties. This paper has three objectives: to define emotions and their role in solving legal disputes by the means of negotiation and mediation processes; to outline main elements of the process of developing emotional intelligence as they play out in the mediation and negotiation processes; and to explore some of the mechanisms for addressing and optimizing the emotional climate in negotiation and mediation processes. The object of the research – emotions in the processes of legal dispute resolution – negotiation and mediation. The research is composed of introduction, three parts and conclusions. Introduction provides a brief overview of the object of that research and its goals, part one describes emotions and their roles in negotiation and mediation processes, in part two four elements to develop emotional intelligence are overviewed and in the third part analysis of mechanisms for addressing and optimizing the emotional climate of negotiations and mediation are presented. The conclusion gives main ideas of the assignment of that work in brief. KeywordsLegal disputes Emotions Emotional intelligence Negotiation Mediation Cited by (0)Edward J. Kelly is University Counsel of East Tennessee State University and Quillen College of Medicine (1997 to present), Adjunct Professor in doctoral program Educational Leadership and Policy Analysis (1999 to present). Natalija Kaminskienė is the Head of the Laboratory of Mediation and Sustainable Dispute Resolution at Mykolas Romeris University (Lithuania), practicing attorney at law and member of several institutional committees on mediation set up in Lithuania. © 2016 Mykolas Romeris University. Production and hosting by Elsevier B.V. What does the negative emotion usually lead negotiating parties to?They may lead parties to define the situation as competitive or distributive; undermine a negotiator's ability to analyze the situation accurately, which adversely affects individual outcomes; lead parties to escalate the conflict; or lead parties to retaliate and may thwart integrative outcomes.
How can emotions affect negotiation?While strong negative emotions can come with high costs at the bargaining table, not all emotions are detrimental to negotiation. Positive emotions can actually help facilitate a more favorable outcome, and feelings like anxiety or nervousness can be channeled to achieve success.
How do you manage negative emotions in negotiation?Make Your Emotions Work for You in Negotiations. Step 1: Be mindful. Mindfulness is the first step. ... . Step 2: Identify your emotional trigger and focus on something else. ... . Step 3: Reinterpret the trigger. ... . Step 4: Alter the emotion by changing its physiological expression. ... . Step 5: Take action that others will see.. Why is emotional control important in negotiation?Emotions help you influence and persuade the people across from you in any negotiation. Emotions help one learn and retain what one has learned. In fact the stronger the emotion, the greater the learning.
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Which of the following factors is most likely to lead to negative emotions during a negotiation?
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