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in negotiations means being inclined to accept and act on suggestions of others, even where the information is false, but plausible.<\/p>\n
is a psychological phenomenon, where in the negotiations you recall things that did not happen, or differently from the way it happened.<\/p>\n
in negotiations refers to the ability to remember information correctly, but being wrong about the source.<\/p>\n
in negotiations is the notion that negative elements have a greater effect on your psychological state, than neutral or positive things.<\/p>\n
in negotiations is your preconceived feeling towards a person based solely on that person’s group membership, being social class, age, culture, etc.<\/p>\n
of the opposing person at the negotiating table, because you assume the stereotype is true for each individual person in the group.<\/p>\n
in negotiations refers to the phenomenon that the first and last terms of a list are best remembered.<\/p>\n
in negotiations refers to the finding that recognition performance for a short list is superior to that for a long list.<\/p>\n
in negotiations is a phenomenon in which you judge the experience based on how you felt at its climax and the end, rather than the whole experience.<\/p>\n
in negotiations happens when your memories becomes less accurate, because of post-event information.<\/p>\n
in negotiations is the phenomena where you are unable to recall information concerning events immediately preceding your turn to perform.<\/p>\n
in negotiations means that you are so lost in thought that you do not realize what you are doing and what is happening around you.<\/p>\n
in negotiations promotes that if something can be recalled, it must be important, at least more important than alternative solutions.<\/p>\n
(also known as the validity effect) in business negotiations is the tendency to believe information to be correct after repeated exposure.<\/p>\n
in business negotiations is the tendency to underestimate the influence or strength of positive and negative feelings, in either oneself or others.<\/p>\n
in negotiations is the tendency to judge harmful actions as worse, than equally harmful omissions (inactions), because actions are more obvious than inactions.<\/p>\n
in business negotiations refers to the phenomenon in which images are more likely to be remembered than words.<\/p>\n
in negotiations is a psychological phenomenon, by which you have a greater recall of unpleasant memories compared with positive memories.<\/p>\n
in negotiations is the tendency to rely heavily on the “anchor”, usually the first piece of information acquired on that subject, when making decisions.<\/p>\n
or belief revision in negotiations is the tendency to revise your belief insufficiently, when presented with new clear evidence.<\/p>\n
in negotiations means that parties draw different conclusions from the same information, depending on how that information is presented.<\/p>\n
in business negotiations is the tendency to concentrate on the nominal value of money, rather than its real value in terms of purchasing power.<\/p>\n
in business negotiations is the tendency to search for, interpret, focus on and remember information that confirm your preconceptions.<\/p>\n
in business negotiations is the tendency to persuade yourself through rational argument that a purchase was good value.<\/p>\n
is to believe and act on data that agree with your expectations for the negotiation outcome and to discard data that conflicts with those expectations.<\/p>\n
in business negotiations is the tendency to see yourself as less biased, than other people.<\/p>\n
in business negotiations is the expectation of more egocentric bias in others than in oneself.<\/p>\n
belief in negotiations means that you see reality as it really is and the facts are clear to all parties. Those who don’t are uninformed, irrational, or biased.<\/p>\n
in business negotiations is the tendency to completely disregard probability, when making a decision under uncertainty.<\/p>\n
that our judgments are accurate in business negotiations, especially when available information is consistent and correlated.<\/p>\n
in negotiations is the tendency to think that future probabilities are altered by past events, when in reality they are unchanged.<\/p>\n
in negotiations is the belief that if you have experienced success with a random event, you have a greater chance of success in additional attempts.<\/p>\n
in negotiations occurs within a group of people in which the desire for harmony and conformity results in irrational or dysfunctional decision-making.<\/p>\n
in negotiations is the tendency for you to want to believe that the world is fundamentally just, causing you to rationalize inexplicable injustice.<\/p>\n
in business negotiations is the tendency to attribute greater accuracy to the opinion of an authority figure and be more influenced by that opinion.<\/p>\n
in negotiations is the herd mentality to do or believe things, because many other people do or believe the same.<\/p>\n
in negotiations is the aversion to contact with or use of products, research, standards, or knowledge developed outside a group.<\/p>\n
in business negotiations is the devaluing of proposals, only because they are originated by your adversary.<\/p>\n
in negotiations is the refusal to plan for, or react to, a disaster which has never happened before in business deals.<\/p>\n
in negotiations is concentrating on the people or things that survived and overlooking those that didn’t, because of their lack of visibility.<\/p>\n
in negotiations is a bias, whereby a situation is incorrectly perceived to be like a zero-sum game (i.e., one person gains at the expense of another).<\/p>\n
in negotiations is incorrectly remembering your past attitudes and behaviour as resembling present attitudes and behaviour.<\/p>\n
gives you an excessive optimism towards an invention or innovation, while often failing to identify its limitations and weaknesses.<\/p>\n
in business negotiations is the tendency to judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made.<\/p>\n
in business negotiations is the inclination to see past events as being more predictable, than they actually were.<\/p>\n
is when you value the efforts to achieve a negotiation outcome greater, than the objective value of the outcome.<\/p>\n
in negotiations is overestimating your desirable qualities, and underestimating undesirable qualities, relative to other people.<\/p>\n
in negotiations is the tendency to overestimate your degree of influence over other external events.<\/p>\n
in business and contract negotiations is the tendency to be over-optimistic, overestimating favorable deals and results.<\/p>\n
in any negotiation is the excessive confidence in your own answers to (complex) questions.<\/p>\n
in negotiations is the tendency for you to demand much more to give up an object than you would be willing to pay to acquire it.<\/p>\n
is the tendency to sell an asset that has accumulated in value and resist selling an asset that has declined in value.<\/p>\n
is the preference for reducing a small risk to zero over a greater reduction in a larger risk.<\/p>\n
in negotiations refers to your tendency to prefer avoiding losses to acquiring equivalent gains: it is better to not lose $5, than to find $5.<\/p>\n
is that you justify increased investment in a decision, based on your cumulative prior investment, despite evidence the decision was wrong.<\/p>\n
in business negotiations is the tendency you like things to stay relatively the same, so that you do not take action.<\/p>\n
in negotiations is when making decisions, you favor potential candidates who don’t compete with your own particular strengths.<\/p>\n
is that you will tend to have a change in preference between two options, when presented with a third option that is asymmetrically dominated.<\/p>\n
in negotiations is the tendency to prefer a smaller set to a larger set judged separately, but not jointly.<\/p>\n
in business and contract negotiations is the tendency to give disproportionate weight to trivial issues.<\/p>\n
in negotiations is an effect where your evaluation of the logical strength of an argument is biased by the believability of the conclusion.<\/p>\n
in business negotiations is a cognitive bias to seek additional information, when it does not affect action.<\/p>\n
in negotiations is that you have the tendency to avoid options for which the probability of a favorable outcome is unknown.<\/p>\n