Decision making under influence

Her class helps students develop a systematic approach to negotiation, enabling them to analyze and prepare for upcoming negotiation situations and interpret past negotiating encounters. George Wu John P.

Decision making under influence

Decision making under influence

Introduction This paper critically evaluates the impact of power and trust on negotiation and decision-making. These phenomena, however, are broad, complex, and often defined so abstractly that their importance may escape our attention. This paper therefore advocates a more nuanced understanding of power and trust in negotiation and decision-making.

Before this is attempted, two major concepts — negotiation and decision-making — will be explained. Negotiation takes place in a variety of contexts. Power Power is said to pervade all facets of negotiation.

Recommended for you

Indeed, the very idea of negotiation intuitively conjures images of power contests and tough bargaining. However, a more comprehensive understanding of power reveals how it actually influences negotiation and decision-making.

This section will analyze power as a structure, strategy, and approach to negotiation, and examples of different sources and forms of power will shed light on this complex phenomenon. As structure and strategy The conception of power as underpinning the Decision making under influence structure of negotiation originates from the structuralist tradition, which proposes that negotiation begins with a certain distribution of power among the parties.

This initial distribution is said to color the entire bargaining process and determine the eventual outcome. For example, studies have shown that stronger countries such as the United States typically dominate exchanges with their less powerful counterparts. Based on how much power each party possesses, the structure of a negotiation can be further classified as one of power symmetry or asymmetry.

Related Stories

Power asymmetry is the most common structural setting for international negotiation. Structuralists debate as to which power structure, symmetric or asymmetric, is more propitious to effective negotiation.

This, however, is recognized as too narrow an approach even within the structuralist school. For instance, studies have shown that smaller states, despite inferior structural power, do not necessarily submit to the will of stronger ones.

In order to understand this phenomenon, one needs to analyze power as more of a relational and perceptional concept. Yet the Bank can enhance the legitimacy of its programs by including NGOs.

Thus viewed, parties with asymmetric resources may well share a mutually dependent relationship. It is also worthwhile to note that power sometimes lies in the eye of the beholder. To take an example from the contemporary business world, firms with low aggregate market power often try to shape the perception of business partners and customers to their advantage by highlighting their strengths in specific products and associating themselves with bigger firms.

From the above analysis, it appears that power encompasses more than the static, structural conditions for negotiation.

In other words, power could well negatively affect the decision-making capacity of its holder. Furthermore, as Fisher and Ury have pointed out, the resources a party owns do not necessarily translate into effective negotiating power, which is much more context-specific.

In the Cold War summitry between Kennedy and Khrushchev in ViennaKhrushchev was obviously employing a power-based approach, given his aggressive attitude toward the US president.

It was much less of a communication or decision-making tool to Khrushchev. Many studies show that a power-based approach can be costly and risky. It may give rise to short-term gains but undesirable consequences in the long run. This is because humans tend to reciprocate power and engage in contests when confronted by a hostile opponent.

In a labor dispute, for example, the use of a power-based approach by either side can easily result in escalation, stalemate and even labor strikes.

Nevertheless, a power-based approach is not detrimental under all circumstances. For example, power tactics may be necessary or even desirable when there is an impasse between the parties, or when their interests are fundamentally opposed.

She suggests that parties which are high in power are sometimes oblivious to their weaker counterparts. If weaker parties can strengthen their power strategically, they can potentially influence the stronger parties in ways that enhance mutual gains — for example — by alerting the latter to areas of common interests that were previously unexplored.

Sources and forms of power: The first is the power of authority, which is often a kind of structural power.alter your sense of time and space, making it difficult to make quick decisions and judge distances and speed.

Marijuana use causes slow, disconnected thoughts, poor memory and paranoia. Even hours ! Under Influence!Deadly 10/23/14 PM Page 2.

Title. 11 Ways to Influence Key Decision Makers. My hope is that by making a small investment in learning to influence decision-makers, you can make a large, positive difference for the future of.

Here are some examples of decision-making interview questions to ask candidates. With these questions and answers, assess analytical and decision-making skills. Employees are required to make work-related decisions about either regular tasks or unexpected situations on a . Another factor affecting the degree of children's influence in purchase decisions is the stage of the decision process.

With one exception (Moschis and Mitchell ()), all of the studies examining children's influence across decision stages have used a three-stage model of the decision process. Sep 09,  · We investigate the moderating effects of self-regulatory foci (Higgins, a) on the impact of anticipated emotions in decision making.

We hypothesise that regulatory focus moderates the relationships between anticipated emotions of success and . Decision-making processes often founder under the weight of vested interests. These vested interests are often not overtly expressed, but may be a crucial blockage.

Because they are not overtly expressed, it is hard to identify them clearly, and therefore address them, but it can sometimes be possible to do so by exploring them with someone.

Judgment and Decision Making | Noba