One thing a negotiator definitely needs to protect is his or her reputation. You don't have to be a famous real estate tycoon for others to have an impression people gain affect how others deal with them. As a case in point, they describe the reputation held Donald Trump
Real estate developer Donald trump has a well-publicized reputation as a hard-line negotiator. In an article describing Trump's negotiations with the Taj Mahal casino resort's bondholders, trump's advisors tell how after a deal is agreed upon, he always comes back requesting something more. Well-informed counterparts, familiar with his reputation, are prepared for this tactic and anticipate it in deciding how many concessions to make during the per-agreement stage. Similarly, Trump has a reputation for storming out of negotiation above said, 'You know Donald's going yo get up and leave, you just don't know when.
Glick and Croson cite Silicon Valley as an example of a negotiation community where an active technology trade press helps generate a rich flow of information regarding reputations. Because venture capitalists co-invest with various firms, they share information. Moreover, because time is money, you might not even get on a calendar unless your reputation is good. Our impressions of others are formed quickly and immediately, sometimes within the first few minutes of meeting someone, because the judgments we make about people are often automatic.
Reputations are often more extreme and polarized than the person they represent: they can be summed up by four words: judgmental, consistent, immediate, and inferential. The reputations assigned to others tend to be highly evaluativeล meaning that they are either "good" Once we decide that someone is trustworthy, other qualities abut this person are perceived as consistent with this favorable impression. This tendency gives rise to the halo effect, which is the propensity to believe that people we trust and like are also intelligent and capable.
Of course, the halo effect can work in the opposite direction. The forked-tail effect means that once we form a negative impression of someone, we tend to view everything else about them in a negative fashion. For this reason, it is difficult to firsthand and secondhand information. Firsthand information is based on our direct experience with someone. secondhand information is based on what we hear about someone else's experience with someone.
One thing a negotiator definitely needs to protect is his or her reputation. You don't have to be a famous real estate tycoon for others to have an impression people gain affect how others deal with them. As a case in point, they describe the reputation held Donald TrumpReal estate developer Donald trump has a well-publicized reputation as a hard-line negotiator. In an article describing Trump's negotiations with the Taj Mahal casino resort's bondholders, trump's advisors tell how after a deal is agreed upon, he always comes back requesting something more. Well-informed counterparts, familiar with his reputation, are prepared for this tactic and anticipate it in deciding how many concessions to make during the per-agreement stage. Similarly, Trump has a reputation for storming out of negotiation above said, 'You know Donald's going yo get up and leave, you just don't know when.Glick and Croson cite Silicon Valley as an example of a negotiation community where an active technology trade press helps generate a rich flow of information regarding reputations. Because venture capitalists co-invest with various firms, they share information. Moreover, because time is money, you might not even get on a calendar unless your reputation is good. Our impressions of others are formed quickly and immediately, sometimes within the first few minutes of meeting someone, because the judgments we make about people are often automatic.Reputations are often more extreme and polarized than the person they represent: they can be summed up by four words: judgmental, consistent, immediate, and inferential. The reputations assigned to others tend to be highly evaluativeล meaning that they are either "good" Once we decide that someone is trustworthy, other qualities abut this person are perceived as consistent with this favorable impression. This tendency gives rise to the halo effect, which is the propensity to believe that people we trust and like are also intelligent and capable.Of course, the halo effect can work in the opposite direction. The forked-tail effect means that once we form a negative impression of someone, we tend to view everything else about them in a negative fashion. For this reason, it is difficult to firsthand and secondhand information. Firsthand information is based on our direct experience with someone. secondhand information is based on what we hear about someone else's experience with someone.
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