Even when not based in reality, the expectation that someone is “tough” or “cooperative” becomes a self-fulfilling prophecy at the bargaining table. When you approach an allegedly tough competitor with suspicion and guardedness, he is likely to absord these expectations and become more competitive.
Research shows that negotiators who were believed to be competitive (though this reputation was randomly assigned) were treated by their counterparts with suspicion. In turn, negotiators who were believed to be tough responded by acting tough; they failed to share information or to persuade the other party to make concessions. The result? Subpar outcomes for both sides.
Reputations are “sticky”: once formed, they become fixed in people’s minds. When we get new information about the negotiator across the table, we tend to dismiss it and instead remain focused on our initial views and impressions. Research suggests that it’s easier to tarnish a good reputation (for cooperativeness) than to reform a bad reputation (for toughness).
All the more reason to cultivate a cooperative reputation from the start and strive to maintain it all costs. As Shakespeare wrote in Richard II: “The purest treasure mortal times afford/ Is spotless reputation: That away,/ Men are but gilded laom or painted clay.”
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Michael Toebe /
Insightful research. Thank you for sharing it. Again, perceptions, whether rooted in fact or not, play such a powerful role in interaction, whether conflict resolution or negotiation. Trying to clear our mind of such potentially costly thoughts then is the chore. Think it or know it but don't show or express it. Or if you do, know the "cost" you've chosen to pay for it.