Perception - Cognition - Emotion - Notes and Links

Map of Cognitive Psychology:  https://www.mindmeister.com/95862231/dd303-cognitive-psychology Slides - http://www.slideshare.net/jonrwallace/negotiation-perception-cognition-emotion-13283480

Prezi Map:  https://prezi.com/meorqatqw4ks/mind-map/https://prezi.com/meorqatqw4ks/mind-map/
http://cln-kieshahaggerty.blogspot.com/2010/09/perception-cognition-and-emotion-mind.html 
Images of the mental processes:

 Negotiation: Perception, Cognition & Emotion

1. 1. Perception,Cognition, and Emotion (Lewicki, Saunders & Barry. 2011)
2. 2. Perception, Cognition, Emotion Social encounters build upon: – Perception – Cognition • Framing • Cognitive biases – Emotion (Lewicki, Saunders & Barry. 2011)
3. 3. Perception Process (Lewicki, Saunders & Barry. 2011)
4. 4. Perceptual Distortion• Common errors: – Stereotyping – Halo effects – Selective perception – Projection (Lewicki, Saunders & Barry. 2011)
5. 5. Perceptual Distortion Stereotyping Reality? HaloProject Effects Selective Perception (Lewicki, Saunders & Barry. 2011)
6. 6. Framing• Subjective way we evaluate and make sense out of situations• Lead us to pursue or avoid subsequent actions• Focus, shape and organize our paradigms• Make sense of complex realities• Define a person, event or process• Impart meaning and significance (Lewicki, Saunders & Barry. 2011)
7. 7. Frames Types Use in Negotiations• Substantive  Multiple• Outcome  Mismatches cause conflict• Aspiration  Negotiate differently• Process  Specific with certain types• Identity of issues  Particular frames lead to• Characterization particular agreements• Loss-Gain  Parties assume particular frames for many reasons (Lewicki, Saunders & Barry. 2011)
8. 8. Interests Rights Power (Lewicki, Saunders & Barry. 2011)
9. 9. Frames Change as Talks Evolves• Stock issues• Best possible case• Shifts and transitions• Multiple agenda items (Lewicki, Saunders & Barry. 2011)
10. 10. Framing Summary • Define key issues and discussion • Both sides • Somewhat controllable • Conversations change and transform frames unpredictably, but controllably • Some lead to certain types of processes and outcomes (Lewicki, Saunders & Barry. 2011)
11. 11. Cognitive Biases• Irrational escalation of commitment• Mythical fixed-pie beliefs• Anchoring and adjustment• Issue framing and risk• Availability of information (Lewicki, Saunders & Barry. 2011)
12. 12. Cognitive Biases • The winner’s curse • Overconfidence • The law of small numbers • Self-serving biases • Endowment effect • Ignoring others’ cognitions • Reactive devaluation (Lewicki, Saunders & Barry. 2011)
13. 13. Managing Cognitive Biases• Be aware of the negative aspects of these biases• Discuss them in a structured manner within the team and with counterparts (Lewicki, Saunders & Barry. 2011) 5-13
14. 14. Mood or Emotion? • Three distinct characteristics: – Specificity – Intensity – Duration (Lewicki, Saunders & Barry. 2011) 5-14
15. 15. Positive Emotions• Positive emotions – positive consequences – Lead toward more integrative processes – Create a positive attitude toward the other side – Promote persistence – Fair procedures & favorable social comparisons build positive feelings (Lewicki, Saunders & Barry. 2011)
16. 16. Negative Emotions • Negative emotions - negative consequences – Lead to competitive or distributive negotiations – Degrade situation analysis adversely affecting outcomes – Conflict escalation – Retaliation – Not always (Lewicki, Saunders & Barry. 2011)
17. 17. Negative Emotions • Process may cause negativity – A competitive mind-set – Impasses – The beginning of negotiation • Effects aren’t absolute – Positive feelings - negative outcomes – Negative feelings - beneficial outcomes • Emotions can be used strategically (Lewicki, Saunders & Barry. 2011)
18. 18. Are You in Control of You? (Lewicki, Saunders & Barry. 2011)