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Remedies For Cognitive Biases Part IV


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Strategies and tactics to overcome cognitive biases when negotiation with difficult people.

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Remedies For Cognitive Biases Part IV

  1. 1. Remedies for Cognitive Biases Part IV of Negotiating with Difficult People by Victoria Pynchon of ADR Services, Inc.
  2. 2. Behind every accusation is a cry for help
  3. 3. Tit for Tat <ul><li>Cooperation in a world of distrust </li></ul><ul><li>Romeo and Juliet </li></ul><ul><li>The Prisoner’s Dilemma </li></ul>
  4. 5. <ul><li>Identify Value = precedent, relationships, reputation, fairness, profit, opportunities, survival, praise, fulfillment </li></ul><ul><li>Create value locate & identify interests (preferences, priorities, needs, desires, fears) </li></ul><ul><li>Claim value make case for your entitlements, trade differences, enhance commonalities </li></ul><ul><li>Reap value craft durable agreements </li></ul>
  5. 6. <ul><li>What are you attempting to achieve? </li></ul><ul><li>How might this deal help/hurt your opportunities to achieve it? </li></ul><ul><li>In the best of all possible worlds, what would your preferences be? </li></ul><ul><li>Who/what else might be included in deal to maximize result for both of us? </li></ul><ul><li>Why is that desirable/not acceptable? </li></ul>
  6. 7. <ul><li>How can we address _____________ </li></ul><ul><li>YOUR interests </li></ul><ul><li>While addressing ______________ OUR interests </li></ul><ul><li>in a way that satisfies _________________? our common interests </li></ul>
  7. 8. <ul><li>They’re not difficult, they are uninformed </li></ul><ul><ul><li>Educate them about their true interests, consequences of their actions, our BATNA </li></ul></ul><ul><ul><li>Help them understand what is in their best interest </li></ul></ul><ul><ul><li>May have misunderstood or ignored a crucial piece of information </li></ul></ul>
  8. 9. <ul><li>They don’t understand the case law </li></ul><ul><li>They haven’t considered trading items of low value to them but high value to you </li></ul><ul><li>They don’t foresee the bright economic future you do </li></ul><ul><li>They are too distracted by emotional considerations to make rational choices </li></ul><ul><li>You haven’t given them a way to accept your view without losing face </li></ul>
  9. 10. <ul><li>They are not irrational; they have hidden constraints </li></ul><ul><ul><li>Institutional </li></ul></ul><ul><ul><li>Precedential </li></ul></ul><ul><ul><li>Promises to others </li></ul></ul><ul><ul><li>Deadlines </li></ul></ul>
  10. 13. <ul><li>They’re not evil; they have hidden interests. </li></ul><ul><ul><li>Personal (unrelated to you or deal) </li></ul></ul><ul><ul><li>Relational (related to you but not to deal, i.e., “face”) </li></ul></ul><ul><ul><li>Political, social, cultural </li></ul></ul>
  11. 14. Opposing Parties <ul><li>Need for upfront cash today </li></ul><ul><li>Fear of greater competition tomorrow </li></ul><ul><li>Concern about shelf-life of product, patent, market, distribution chain </li></ul><ul><li>Opposing counsel concerns (likely much like your own) </li></ul><ul><li>Concern of opposing party’s GC, CEO, executives, manager </li></ul><ul><li>Outside influences </li></ul>
  12. 15. Next, Gaining the Upper Hand