Perception involves the process with individuals try to interpret and make sense of their environment. Perception is primarily dependent on the comprehension, role and current state of mind of an individual. Mood and emotions differ in terms of their intensity, specificity and duration. All these factors have the ability to influence one’s reasoning and decision making during the negotiation process. It is therefore necessary for individuals to understand the effect of these factors on their decisions and look for ways to use them as strategic gambits (Lewicki, Saunders & Barry, 2011).
Since perception depends on the current mental status of an individual then it is bound that some form of distortion might occur. Some of the distortions include;
Stereotyping- involves assigning an attribute to an individual based on their membership to a certain category or group. Stereotypes such as gender stereotypes might result in a conflict between the negotiators due to the differences based on gender roles or responsibilities.
Projection- Assigning ones feeling or characteristics to another individual. For example one may feel upset to postpone a meeting with a potential partner believing that the partner will also get upset or frustrated is the meeting was delayed. Projecting what another person might feel creates an environment of understanding which is healthy for a smooth negotiation.
Selective perception- using only information that supports a particular historical belief and leaving out the rest. It is necessary that negotiator put all the facts and information on the table before the negotiation process even commences. Mismatches in the information possessed by both parties of negotiation is a recipe for conflict.
Halo effect- use on attribute of a situation or individual to generalize the many other attributes. For example of one is smiling then there must be something good that they are thinking about. This generalization may make one to be too comfortable when making negotiations for example about a business project hence miss out on some of the important details necessary for accurate decision making.
When it comes to mood and emotions they will either have appositive or a negative impact on the negotiation process. Coming into the negotiating room with a positive mindset, mood and emotions the process of decision making will be an integrative one. However, if one comes into the room with negative emotions then the participating parties may engage in a distributive and competitive process that could escalate conflicts. On the other hand it also true that positive feelings may have negative consequences such as susceptibility to the deceptive tactics of the opponent as well as having less focus on the argument and information presented by the other party. The result of this situation is a less- than- optimal outcome. Too much positivity, optimism and expectations may cause one to experience a defeat more strongly and treat other individuals harshly is an integrative or satisfying agreement is reached. A negative mood and emotion may also lead to a positive outcome. A participant is more attentive to the argument and information presented which is essential in any negotiation relationship. A negative mood might also prompt one to identify and point out the problem in their relationship which would result in all the participants working towards finding the solution (Brett, Friedman & Behfar, 2009). A negative emotion or mood will also encourage the parties to promptly find a solution to the problem or resort to leave the situation as well.
References
Brett, J., Friedman, R. & Behfar, K. (2009). How to Manage Your Negotiating Team. Retrieved 8th July 2016 from https://hbr.org/2009/09/how-to-manage-your-negotiating-team
Lewicki, R., Saunders, D. & Barry, B. (2011). Negotiation. New York: McGraw-Hill.
