This document summarizes key concepts related to tacit negotiations and social dilemmas. It defines tacit negotiations as indirect, silent negotiations where parties negotiate through actions rather than explicit proposals. It contrasts explicit and tacit negotiations. Examples of tacit negotiations include the US policy response to the Egyptian revolution. The document also discusses social dilemmas like the prisoner's dilemma and rational analysis techniques. Game theory concepts like the iterated prisoner's dilemma and strategies like tit-for-tat are explained. The differences between social dilemmas and prisoner's dilemmas are highlighted.
This power point slides are tailored to equip you with the basic skills on how to resolve conflicts. how you define a conflict determines the approach you will use and so shall the outcome.
The goal of this course is to detect and develop your skills to balance conflicting opinions, to manage situations of crisis and ultimatively to benefit from opportunities of change.
Therefore, this lecture is held in a useful two days workshop setup providing you theoretical background, exciting case examples, state of the art managing tools and last but not least enough time and space to practice and hone your capabilities in a workshop-like lecture setup.
This class is designed to be a unique, yet fast moving learning experience touching the fundamentals of conflict – crisis & change and will be a lot of fun.
The cases in this class stem from the public and private sector: NASA, General Motors, General Electric, The Ritz Carlton, Lehman Brothers, Campbells, Volkswagen, IBM, BN Santa Fe, Ikea, General Public Utilities Corporation, Walt Disney and many more
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Options in Conflict" and will show you how to turn conflict into a successfully-negotiated agreement.
Speaker: Michael Erdle, managing partner of Deeth Williams Wall LLP
The art of negotiation touches every aspect of our lives -- we routinely negotiate with our spouses, our children, our landlord, our employer, and so on. It is equally important in business -- we negotiate with our customers, our suppliers and our investors.
Case studies focus on issues situations most entrepreneurs will face: research projects, starting a business venture, obtaining investors and licensing a product or invention.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
This power point slides are tailored to equip you with the basic skills on how to resolve conflicts. how you define a conflict determines the approach you will use and so shall the outcome.
The goal of this course is to detect and develop your skills to balance conflicting opinions, to manage situations of crisis and ultimatively to benefit from opportunities of change.
Therefore, this lecture is held in a useful two days workshop setup providing you theoretical background, exciting case examples, state of the art managing tools and last but not least enough time and space to practice and hone your capabilities in a workshop-like lecture setup.
This class is designed to be a unique, yet fast moving learning experience touching the fundamentals of conflict – crisis & change and will be a lot of fun.
The cases in this class stem from the public and private sector: NASA, General Motors, General Electric, The Ritz Carlton, Lehman Brothers, Campbells, Volkswagen, IBM, BN Santa Fe, Ikea, General Public Utilities Corporation, Walt Disney and many more
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Options in Conflict" and will show you how to turn conflict into a successfully-negotiated agreement.
Speaker: Michael Erdle, managing partner of Deeth Williams Wall LLP
The art of negotiation touches every aspect of our lives -- we routinely negotiate with our spouses, our children, our landlord, our employer, and so on. It is equally important in business -- we negotiate with our customers, our suppliers and our investors.
Case studies focus on issues situations most entrepreneurs will face: research projects, starting a business venture, obtaining investors and licensing a product or invention.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
Do apologies work in construction mediation (ABA Presentation)Burns Logan
A look at whether apologies work in construction mediation and whether you actually need to say "I'm sorry" for the strategy to be effective. Presented at 2018 American Bar Association - Forum on Construction Law Annual Meeting in New Orleans
Whenever people work together on things of importance, there will be disagreements and conflict. Understanding conflicts and how to work them out is a key responsibility of professionals and leaders. When handled well, conflicts can improve relationships, solve difficult problems, and influence change in organizations.
This section addresses some of the social dilemmas that currently affect humanity on a global scale. We will see how game theory has provided tools to study them scientifically, and how cooperation theory is looking for a way out of them.
Cooperation theory research and proposals are grouped into three major areas: strategic, institutional and motivational.
We also review some global dilemmas to understand their inner dynamics, what would have to be done to correct them, and what obstacles there are to achieving this.
Getting To Yes Negotiating Agreement Without Giving In B.docxgreg1eden90113
Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
Page 2 of 11
Getting To Yes
Page 3 of 11
II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
are willing to say that they would like to hear can be one of the
best investments you as a negotiator can make.
III. Focus on Interests, Not Positio.
Do apologies work in construction mediation (ABA Presentation)Burns Logan
A look at whether apologies work in construction mediation and whether you actually need to say "I'm sorry" for the strategy to be effective. Presented at 2018 American Bar Association - Forum on Construction Law Annual Meeting in New Orleans
Whenever people work together on things of importance, there will be disagreements and conflict. Understanding conflicts and how to work them out is a key responsibility of professionals and leaders. When handled well, conflicts can improve relationships, solve difficult problems, and influence change in organizations.
This section addresses some of the social dilemmas that currently affect humanity on a global scale. We will see how game theory has provided tools to study them scientifically, and how cooperation theory is looking for a way out of them.
Cooperation theory research and proposals are grouped into three major areas: strategic, institutional and motivational.
We also review some global dilemmas to understand their inner dynamics, what would have to be done to correct them, and what obstacles there are to achieving this.
Getting To Yes Negotiating Agreement Without Giving In B.docxgreg1eden90113
Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
Page 2 of 11
Getting To Yes
Page 3 of 11
II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
are willing to say that they would like to hear can be one of the
best investments you as a negotiator can make.
III. Focus on Interests, Not Positio.
Takeaways from the international bestseller: "Getting to Yes"BuyerZone
BuyerZone's sales team highlights important takeaways and tips from the international bestseller "Getting to Yes" by Roger Fisher and William Ury.
For more sales tips, visit our blog: www.buyerzone.com/blog
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
1. Tacit Negotiations and Social
Dilemmas
Presenters:
Ahmed Ibrahim
Faten Attia
Nourhane Abdel Rahman
Ossama Abdel Razek
2. By end of this presentation, we will
be able to learn
• Tacit Negotiations
• Difference Between Tacit and Explicit
Negotiations
• Social Dilemma
• Rational Analysis
• Tragedy of The Common
• Escalation of Commitment
7. John Nash, American
Mathematician who won
Noble Award For
Economic Sciences in
1994
In Early 50s, Nash made the distinction
between Cooperative & Non-Cooperative
Negotiations
8. Cooperative Vs Noncooperative
• Contract is explicit • Contract is tacit
• Mutual understanding • People often do not know what
others will do
• People negotiate via proposals • People negotiate through their
and counterproposals and can behaviors and actions rather
use words to justify their offers than promises
• People usually come to the • People are often pulled into
table voluntarily negotiations without wanting to
be involved
9. Example of Tacit Negotiation:
US Policy Vs The Egyptian Revolution
US Policy was blessing Mubarak system as he and his
regime had been paving the way to American
interests in the region over 30 years
11. On Jan 27th, Clinton stated : “Egyptian Government
seeks ways to implement political and social reform.
and we will support the government to reach its goal”
12. The US Government Waited to See How and Where
things are going to be settled
14. After Mubarak Stepping
down, Obama stated:
“Egyptian People have
made it clear, they need
clean fair elections,
Revised Constitution and
real democracy. US will
still be friend and partner
to Egypt”
15. As a conclusion to this type of
negotiations:
> Negotiation was Interdependent (will do
this action when other party does a certain
action)
> Outcomes are determined by actions
16. In Alain Plantey’s book : International
Negotiation in the twenty-first century about
“Silence” in Tacit Negotiations
19. 2 Person Dilemma
Thelma
Do not Confess Confess
(Remains Silent)
Do not Confess A B
(Remains Silent) Thelma: 1 Year Thelma: 0 Year
Louise: 1 Year Louise: 15 Years
Louise C D
Thelma:15 Thelma:10 Years
Louise: 0 Louise: 10 Years
Confess
20. example of “Prisoner’s Dilemma”
• The two companies have 2 choices:
a. "cooperate" (each one not advertise its products)
b. "defect" (each one advertises its products)
• Best Choice for Company 1 or Company 2 is to: DEFECT!
21. Another Example of Prisoner’s
Dilemma
• Consider two competing athletes: Alice and Bob. Both Alice and Bob have to
individually decide if they are going to take drugs or not.
• Alice thinking:
"If Bob doesn't take any drugs," she thinks, "then it will be in my best interest to
take them. They will give me a performance edge against Bob. I have a better
chance of winning.
"Similarly, if Bob takes drugs, it's also in my interest to agree to take them. At least
that way Bob won't have an advantage over me.
"So even though I have no control over what Bob chooses to do, taking drugs
gives me the better outcome, regardless of his action."
• This DILEMMA will force each to take “drugs” as it is after all an “individual
choice”, no trust of the other’s behavior
23. Case 1: One Shot Decision
• Dominance • Equilibrium
Detection: Outcome:
Negotiator seizes mutual defection No
opportunity no matter Player improves his/her
what’s the other party’s outcome by making
decision : different choice (both know
to confess that this decision
“confession” is the best or
dominant strategy.
Important rule in this case: no communication between the 2 parties.
Conclusion: it is a single choice and living with the consequences
24. Case 2: Repeated Interaction
over a fixed number of trials
• The iterated prisoners' dilemma thus to permit the influence of one party
on another and give them a mechanism to coordinate their actions.
• If two players play prisoners' dilemma more than once in succession and
they remember previous actions of their opponent and change their
strategy accordingly, the game is called iterated prisoners' dilemma using
the Backward Induction Technique where Negotiator decides what to do
in a repeated game situation by looking backward from the last stage of
the game
• Conclusion: defection remains the dominant strategy even in repeated
trial case
25. Case for “Iterated prisoner’s
dilemma”
• 2 political candidates doing their campaigning.
• Terms limits in their state dictate that they can run and hold office for a maximum of 5
years.
• Elections are held every year.
• Start analysis from Election number 5:
For sure: each candidate will campaign as it is the last chance (same as case 1: one
shot case)
So why cooperating in Election number 4 by not campaigning? if Election number 5 is
doomed to be “noncooperative”?
It leads to “PARETO INFERIOR”: optimal outcomes are those of minimally effective
cooperation
26. Case 3: Repeated Interaction for an
Infinite or Indefinite amount of time
• We can’t apply the backward induction as there
is no “endpoint”.
• Forward Thinking logic: parties reason that they
might influence others behavior with their own
behavior by time.
• If “cooperate”, parties signal that choice in early
trials. But not taking it a general strategy as it
might lead to exploitation.
27. Tit for Tat
Tit for Tat: An English Saying means “equivalent retaliation”
Tit-For-Tat Strategy: Start by cooperating.
Then do whatever your partner did on the previous iteration.
Most of Tit-for-tat can do is to earn as much as its opponents
“For every action, there’s an equal and opposing reaction”
29. • Gordon Brown, the PM of UK:
• As response to Iran’s action:
30. Why Tit for Tat is Effective?
• Not Envious: It never aims to beat its opponent rather than
maximizing its own gain in the long run.
• Nice: tit for tat always begins the interaction by cooperating.
• Tough: tit for tat can be provoked. It will defect if the opponent
invites competition.
• Forgiving: as it reciprocates defection, it also reciprocates
cooperation.
• Simple: people can quickly figure out what to expect from a player
who follows it.
• Stable: negotiators who use this technique often induce their
opponents cooperate.
Tit for tat strategy is not the only stable one, solid defection is a
stable strategy as well. (once someone has defected it is
difficult to renew cooperation)
31. How to Recover from Defection?
• Make Situational Attributions: see other side’s behavior
as a response to our own actions.
• One Step at a time: trust is not rebuilt in a day. GRIT
strategy calls for parties in conflict to offer small
concessions.
• Getting even and Catching up: getting even to rebuild
trust. It generates future cooperation.
• Make your Decision at the same time: to understand that
making decisions at the same time cannot influence the
behavior of others.
32. Superrationality
• People, when taking a decision tend to
believe that others will do the same (they
are as rational as them)
33. Social Dilemma vs. Prisoner’s Dilemma
• Involves several people • Two persons are involved
• Competitiveness is high • Competitiveness is lower than social dilemma
• Cost is concentrated upon one person
• Cost of defection is spread out among the group
• Riskier than Prisoner’s Dilemma (difficult to • The minimal payoff can be anticipated in advance
anticipate people’s behavior)
• Anonymity is impossible!
• Provides anonymity (people can hide among the
group)
• People can directly shape and modify the behavior
• People have “less control over the situation”. of the other person. (choosing defection: punishes
(OPEC example) the other, while choosing cooperation rewards the
other)
• Defection leads to better personal outcomes
• Universal defection leads to poorer outcomes for
everyone than the universal cooperation. If no limits
are placed on the pursuit of personal goals, the
entire society may suffer
34. Different Types of Social Dilemma
• Volunteer Dilemma: it is a situation in which at least one person in a group
must sacrifice his or her own interests to better the group. Benefits: this
volunteering action strengthens group ties.
• Ultimatum Dilemma: one person makes a final offer – an ultimatum- to
another person. If the other person accepts the offer, then the first player
receives the demand that he/she made. And the other player agrees to
accept what was offered to him/her. If the offer is refused, then no
settlement is reached and negotiators receive their respective reservation
points. “take it, or leave it” offer. It introduces the concept of “ Subgame
Perfect Equilibrium”: to offer to the other the minimum knowing that /she
would accept even if the game had additional periods or repeated again. “to
win even 1 cent is better than nothing”.
That is the game theory but not always realized in reality, people tend to
reject this offer if they don’t know the size of the pie. The acceptance rates
are driven by how much information the responder has about the size of the
total pie, comparing their outcomes to others.
35. Tragedy of the commons
• Tragedy of the commons is a dilemma arising from the
situation in which multiple individuals, acting independently
and rationally consulting their own self-interest, will
ultimately deplete a shared limited resource , even when it is
clear that it is not in anyone's long-term interest for this to
happen
36. Tragedy of the commons
• What if many people share the same
resource? And all of them misused it?
• Example: environment pollution and
desertification
• Reasons that drive people to do so:
1. Maximize their own gain
2. Thinking that their action alone won’t have a
measurable impact on others.
Results: if everyone thinks the same, the collective
outcome will be disastrous.
37. Forms of Social Dilemma
• There are 2 forms of social dilemmas:
1. Resource Conservation Dilemma (collective traps): people
collect or harvest resources from a common pool. The defection
choice occurs when people consume too much. Overconsumption
leads to disasters.
Keyword: they “take”
2. Public Goods Dilemmas (Collective fences): people contribute
or give resources to a common pool or community. Example:
Donations, taxes, voting. The defection choice is to not contribute.
Those who do not contribute are called “defectors” or “free riders”.
Example: Positive voters Vs Couchists
Keyword: they “contribute”
38. Negative Competitive Advertising
• It is also called “attack ad”
• Concentrates on comparing the company’s products
with the competitors, showing the advantages of its
own, and the negative side of the others’ products.
• Results:
1. if in business and marketing world: it keeps the price
low and quality high due to competitiveness in the
market.
2. But can also lead to the resentment of the consumer
toward certain companies.
3. As for the producers: they can run each other OUT of
the business
39. Example of Negative competitive
advertising
• One of the earliest and most famous television attack ads, known as
Daisy Girl, was used by Lyndon Johnson against Barry Goldwater in
the 1964 presidential election. The ad opened with a young girl
innocently picking petals from a daisy, while a man's voice (which
may have had somewhat of a 'southwestern' accent similar to
Goldwater's) performed a countdown to zero. It then zoomed in to
an extreme close up to her eye, then cut to an image of a nuclear
explosion. The ad was shocking and disturbing, but also very
effective. It convinced many that Goldwater's more aggressive
approach to fighting the Cold War could result in a nuclear conflict.
• Let’s watch it together
http://www.youtube.com/watch?v=63h_v6uf0Ao
40. Explicit Comparative Advertising
• Comparative advertising, as a special form of advertising, is a sales
promotion device that compares the products or services of one undertaking
with those of another, or with those of other competitors. All comparative
advertising is designed to highlight the advantages of the goods or services
offered by the advertiser as compared to those of a competitor. In order to
achieve this objective, the message of the advertisement must necessarily
underline the differences between the goods or services compared by
describing their main characteristics.
• It enables consumers to make well-founded and more informed decisions
relating to the choice between competing products/services by
demonstrating the merits of various comparable products. Based on this
information, consumers may make informed and therefore efficient choices.
• Example: Coke vs. Pepsi ad
http://www.youtube.com/watch?v=EMo6o0BtFG8
41. How to build Cooperation in
Social Dilemma?
Structural Psychological
Strategies Strategies
43. Psychological Strategies
• Psychological Contracts
• Superordinate Goals
• Communication
Perception
• Personalize Others
• Social Sanctions
• Focus on benefits of Cooperation
44. The 3 V Study
VERBAL
7%
VISUAL
VOCAL
VISUAL VOCAL
38%
55% VERBAL
How we Convey message not what we say
45. How to encourage Cooperation
in social Dilemma
• Keep your strategy simple: the simpler your strategy,
the easier it is for your competitors to predict your
behavior. Trying to minimize uncertainty for your
competitors , thus reduce the competitive behavior.
• Signal via actions: actions and not just words
• Do not be the first to defect: difficult to recover from
escalating loops of defection
• Focus on your own payoffs, not your payoffs relative
to others: focus on your profits rather than beating the
others.
• Be sensitive to egocentric bias: consider the fact that
your competitors will see you less favorably than you
perceive yourself. Just as you see yourself more ethical
and more cooperative than others.
46. Escalation of commitment
• the escalation of commitment refers to the
unfortunate tendency of negotiators to persist
with a losing course of action, even in the face of
clear evidence that their behaviors are not
working and the negotiation situation is quickly
deteriorating
47. Escalation of commitment
1. personal escalation dilemmas: involves only one person and the
dilemma concerns whether to continue with what appears to be a losing
course of action or to cut one’s losses.
Example: investing money in a car that is already deteriorating.
2. interpersonal escalation dilemmas: involves two or more people, often
in a competitive relationship such as negotiation.
Example: Union Strikes, wars.
Generally speaking:
People fall into escalation traps because initially the situation does not
appear to be a losing enterprise.
Example: Egyptian Revolution Jan 25, 2011 in Mubarak’s Perspective in
the first days of its start.
48. Escalation of Commitment
Commit to End to
Current satisfying
Continue Course result
Reexamine
Negative Course of
Outcome Action to
Occurs Continue
Withdraw
DisContinue and check
BATNAs
49. Avoid the escalation of commitment
in negotiation
• set limits: a negotiator should have a clearly defined BATNA. Not to
accept an offer worse than his/her BATNA.
• avoid decision myopia: a negotiator should get several perspectives on
the situation. honest and critical assessment.
• recognize sunk costs: recognize “money” commitment previously spent
that cannot be recovered.
• diversify responsibility and authority: in some cases, it is necessary to
remove or replace the original negotiators from deliberations precisely
because they are biased.
• Redefine the situation : helps not to look to the situation as “the same
old problem” but a new one, thus helping to change the decision criteria.
50. 4 main questions in this presentation
1. Discuss 2 of the 5 factors of Tit for Tat strategy’s
effectiveness.
2. Discuss 2 differences between social and Prisoner’s
Dilemma.
3. How to encourage cooperation in social Dilemma?
Discuss 2 of the 5 principles.
4. Discuss 2 solutions of how to avoid escalation of
commitment.
Advertising is sometimes cited as a real life example of the prisoner’s dilemma. When cigarette advertising was legal in the United States, competing cigarette manufacturers had to decide how much money to spend on advertising. The effectiveness of Firm A’s advertising was partially determined by the advertising conducted by Firm B. Likewise, the profit derived from advertising for Firm B is affected by the advertising conducted by Firm A. If both Firm A and Firm B chose to advertise during a given period the advertising cancels out, receipts remain constant, and expenses increase due to the cost of advertising. Both firms would benefit from a reduction in advertising. However, should Firm B choose not to advertise, Firm A could benefit greatly by advertising. Nevertheless, the optimal amount of advertising by one firm depends on how much advertising the other undertakes. As the best strategy is dependent on what the other firm chooses there is no dominant strategy and this is not a prisoner's dilemma but rather is an example of a stag hunt. The outcome is similar, though, in that both firms would be better off were they to advertise less than in the equilibrium. Sometimes cooperative behaviors do emerge in business situations. For instance, cigarette manufacturers endorsed the creation of laws banning cigarette advertising, understanding that this would reduce costs and increase profits across the industry. [8] This analysis is likely to be pertinent in many other business situations involving advertising.