Organizational Behavior Reading: Negotiation

Max   Bazerman; Francesca  Gino; Katherine   Shonk

Other Teaching and Training Material | 2017

Organizational Behavior Reading: Negotiation

by Max Bazerman, Francesca Gino and Katherine Shonk

Abstract

Core Curriculum in Organizational Behavior is a series of readings that cover fundamental course material in Organizational Behavior. Readings include videos and interactive illustrations to help students master complex concepts. Managerial, executive, and entrepreneurial success requires the ability to negotiate. The essential reading and recommended module plan will help students to become more effective negotiators by: 1) mastering a negotiation framework that will help them analyze, prepare for, and execute negotiations more systematically—and hence, more effectively—in a wide variety of contexts; 2) building a negotiation toolkit that consists of practical strategies for creating and capturing value in negotiation; and 3) learning how to create a negotiation environment that helps diagnose individual needs, and allows negotiators to identify techniques for mitigating weaknesses and leveraging their strengths. The supplemental reading addresses two additional topics: cross-cultural negotiations and gender issues in negotiation. This reading includes two videos: "Asking Questions to Understand Interests" and "Post-settlement Settlements."

Keywords: Negotiation; Negotiation Preparation; Analysis; Cross-Cultural and Cross-Border Issues;

Language: English

Format: Electronic

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Citation:

Bazerman, Max, Francesca Gino, and Katherine Shonk. "Organizational Behavior Reading: Negotiation." Core Curriculum Readings Series. Boston, MA: Harvard Business Publishing 8408, 2017. Electronic.

Who should get a ventilator if there aren’t enough to go around? Research on decision making leads to three concrete guidelines that policy-makers and physicians can use to make fair choices when allocating scarce, life-saving resources. The key to making fair and ethical choices is to assure that decisions are made through an impartial process.

Article | Proceedings of the National Academy of Sciences of the United States of America

Signing at the Beginning vs at the End Does Not Decrease Dishonesty

Ariella Kristal, A.V. Whillans, Max Bazerman, Francesca Gino, Lisa Shu, Nina Mazar, Dan Ariely, Ariella Kristal, A.V. Whillans, Max Bazerman, Francesca Gino, Lisa Shu, Nina Mazar and Dan Ariely

Honest reporting is essential for society to function well. However, people frequently lie when asked to provide information, such as misrepresenting their income to save money on taxes. A landmark finding published in PNAS (Shu, Mazar, Gino, Ariely, and Bazerman, 2012, “Signing at the Beginning Makes Ethics Salient and Decreases Dishonest Self-reports in Comparison to Signing at the End”) provided evidence for a simple way of encouraging honest reporting: asking people to sign a veracity statement at the beginning instead of at the end of a self-report form. Since this finding was published, various government agencies have adopted this practice. However, in this project, we failed to replicate this result. Across five conceptual replications (N = 4,559) and one highly powered, pre-registered, direct replication (N = 1,235) conducted with the authors of the original paper, we observed no effect of signing first on honest reporting. Given the policy applications of this result, it is important to update the scientific record regarding the veracity of these results.

Keywords: Morality; nudge; policy-making; replication; honesty; Moral Sensibility; Behavior; Policy;

Citation:

Kristal, Ariella, A.V. Whillans, Max Bazerman, Francesca Gino, Lisa Shu, Nina Mazar, and Dan Ariely. "Signing at the Beginning vs at the End Does Not Decrease Dishonesty." Proceedings of the National Academy of Sciences of the United States of America 117, no. 13 (March 31, 2020). View Details

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Organizational Behavior Reading: Negotiation

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