Once Fooled, Shame on You! Twice Fooled, Shame on Me! What Deception Does to Deceivers and Victims: Implications for Negotiators When Ethicality is Unclear
Abstract
Negotiation is a central and ubiquitous process in the workplace, although it has only been in recent years that its commonality has been recognized. in the early literature of negotiation, the dominant focus was in two areas: The purchasing function in corporations (Leenders & Fearon 2008) and the formalized dynamics of labor relations (e.g., Kochan & Katz, 1980; Walton & McKersie, 1965). in the last half century, both descriptive and prescriptive negotiation theory has evolved to encompass the great scope of everyday negotiating activity in organizations. Managers negotiate with subordinates; team members negotiate with each other to coordinate their work; agents of the organization negotiate outside organization boundaries to purchase raw materials, sell products and services, and manage relationships with other organizations and regulatory agencies. Finally, senior managers negotiate to structure mergers and acquisitions, leverage financial resources, and manage critical relationships with a variety of stakeholders: other corporations, governmental organizations, advocacy groups, and their various communities. Negotiation theorists David Lax and Jim Sebenius (1986) defined negotiation as "a process of potentially opportunistic interaction by which two or more parties, with some apparent conflict, seek to do better through jointly decided action than they could otherwise." (p. 11). the central tangible currency of negotiation is information, and the essence of negotiation is the management of that information. Parties in a negotiation assemble and use information to persuade the other party to accept a particular perspective, point of view, or line of argument. They engage each other in a conversation in which the objective is to have the other side say "yes" to that perspective or line of argument. and because receiving that yes is so important to many negotiators, information is often exaggerated, embellished, distorted, or even outright "invented" to construct the most persuasive case-that is, they lie and deceive. And, the consequences of this exaggeration, embellishment, or distortion are a breakdown in trust and credibility, the central psychological currencies of the negotiation process.
Recommended Citation
Lewicki, R. J., & Hanke, R. C. (2012). Once Fooled, Shame on You! Twice Fooled, Shame on Me! What Deception Does to Deceivers and Victims: Implications for Negotiators When Ethicality is Unclear. The Psychology of Negotiations in the 21st Century Workplace: New Challenges and New Solutions, pp. 211-243. Taylor and Francis Group; Talyor and Francis.
The definitive version is available at https://doi.org/10.4324/9780203135068-19
Department(s)
Business and Information Technology
International Standard Book Number (ISBN)
978-113648355-4;978-041587115-0
Document Type
Article - Journal
Document Version
Citation
File Type
text
Language(s)
English
Rights
© 2024 Taylor and Francis Group; Taylor and Francis, All rights reserved.
Publication Date
01 Jan 2012
