deception in negotiation
What is Deception in Negotiation?
Past negotiation research has found unequivocally that deception in negotiation is toxic.
When detected, lies and other forms of deception trigger negative emotions, prompt retaliation, and irrevocably damage trust between negotiators. But deception in negotiation isn’t always a simple issue of right and wrong. Nor is it always easy to detect, even within ourselves.
Because people respond strongly to their environment, personal standards for negotiation ethics often vary depending on the context.
For example, many of us may unknowingly adjust our ethical standards based on the negotiation context. And even though most negotiators strive to tell the truth, that doesn’t always hold up if they believe their counterpart is lying to them.
There are ways to minimize the possibility of deception in negotiation. One of the most beneficial is to promote a spirit of collaboration. Because competitiveness is linked to deception in negotiation, take steps to foster a collaborative, cooperative atmosphere right from the start. Negotiators are less likely to use ethically ambiguous tactics, such as making misleading statements or withholding the truth, when they know the other party well, trust her, and are concerned that the relationship could be damaged by dishonest behavior.
Keep in mind that it can be very difficult to prove someone is trying to deceive you. If you accuse your counterpart of lying, he will probably deny the charge, and you will end up in a heated disagreement.
Rather than calling your counterpart a liar, you might explain that you feel deceived, then talk about whether the deception was intentional or not,
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