Capabilities, 86
Card decision, 175, 204
Causal chunking, 268
Causal relationship, 191
Causation, unwarranted, 191
Certainty effect, 339
Chain problem, 177, 205
Change, reluctance for,
Charisma, 352–353
Chilling effect, 44
Chrysler, 137
Circular logrolling, 212
Circular trade-offs, 212
Clarity, importance of, 111, 138
Closure property, 333
Coalitions
distribution of resources within, 217–223
explanation of, 211
size of, 217
strategies for effective, 222–223
trust and temptation in, 218
Coca-Cola, 286
Coercion, 270
Cognitive conflict. See Task conflict
Cognitive consistency, 202
Cohesion, team, 233
Collective fences, 295
Collective traps, 295
Collectivism, 249–250. See also
Individualism-collectivism
Commitment
escalation of, 303–307
methods to secure, 128
norm of, 300
Common-bond groups, 233
Common-identity groups, 233
Common information bias, 234
Communal norms, 142
Communication
in constituent relationships, 231
cooperation and, 300
deception and, 353–357
direct vs. indirect, 261–264
explicit vs. tacit, 36
face-to-face, 309–311, 314, 325–326
motivated, 358
in multiparty negotiations, 211
nonverbal, 311, 349–359
in principal-agent negotiations, 226
task-related, 300
in team negotiations, 233
trust and, 134–135
Comparative advertising, 296
Comparison. See Social comparison
Comparison with similar others, 57
Competitive advertising, 296
Competitive bargaining, ethics and, 163
Competitive negotiators
effects of, 96–97, 99
explanation of, 93
tools for, 95–96
Compound gamble, 334
Compromise, 12, 70, 74
Concave functions, 337–340
Concessions
bilateral, 48
ethical issues related to, 164
explanation of, 48–49
magnitude of, 48–49
overcoming aversion to, 84–85
premature, 19, 47, 74
timing of, 49
unilateral, 48
Conciliation, 270
Concreteness, 123
Condorcet paradox, 214
Confidence, 25, 119
Confirmation bias, –, 202
Conflict
approach-approach, 329
biased punctuation of, 267–268
consensus, 27–28
false or illusory, 72
interests-based response to, 100
internal value, 147
personal, 129
power-based response to, 100
rights-based response to, 100
scarce resource competition as, 28
symbolic, 239
task, 129
Conflict bias, 366
Conflict of interest
in constituent relationships, 230
symbolic conflict vs., 239
Consensus, 67
Consensus agreements, 215
Consensus conflict, 27–28
Consistency, 66–67, 202
Consortium, 218
Constituent relationships
challenges of, 228–230
explanation of, 228
strategies to improve, 231
Consultation, built-in, 109
Contact, intergroup relations and, 240–241
Contests, 104
Contingency contracts
advantages of, 184–185
assessing viability and usefulness of, 184–185
explanation of, 86
function of, 183–185
Continuity axiom, 335
Contracts
contingency, 86, 183–185
official vs. unofficial, 33–34
psychological, 300
ratification requirements for, 31
Contractual risk, 22–23
Control, 169–170, 225
Conventional arbitration, 109
Cooling-off periods, 107
Cooperation
benefits of, 302–303
cultural orientation and, 251–252
psychological strategies for, 297, 299–303
in social dilemmas when parties should not collude, 303
structural strategies for, 297–299
as unilateral choice, 281–282
Cooperative negotiators
effects of, 99
explanation of, 93
tools for, 95
Cooperative orientation, 74, 96
Cost-benefit analysis, 179
Cost cutting, 182
Costs
sunk, 16–18, 307
time-related, 32–33
Counterfactual reflection, 199
Counterfactual thinking, 24
Counteroffers
considerations for, 48–49
function of, 47
Creative negotiation agreements
bridging in, 181–182
cost cutting in, 182
expanding the pie in, 181
fractionating single-issue negotiations into multiple, 180
nonspecific compensation in, 182–183
structuring contingencies in, 183–185
Creative negotiation strategies
analogical training as, 198–199
bilateral and unilateral training, 196
brainstorming as, 201
counter-factual reflection as, 199
deductive reasoning as, 201–202
experience and skills, 195
feedback as, 196–197
inductive reasoning as, 200–202
rational problem-solving model as, 200–201
Creativity
explanation of, 173
threats to, 185–195
Creativity tests, 175–178, 204–207
Credibility, 111
Creeping determinism, 192
Crisis procedures, 109
Cross-cultural negotiations. See also
Culture/cultural differences
affiliation bias and, 269
biased punctuation of conflict and, 267–268
conduct of, 260–261
cooperation and, 251–252
cultural perspective taking, 272–273
disproportionalism vs situationalism and, 255–257
dispute resolution and, 257–258, 264
dividing the pie and, 265
emotion and inner experience and, 255
ethnocentrism and, 268–269
expanding the pie and, 264–265
face concerns and, 260–261
faulty perceptions of conciliation and coercion and, 270
function of, 245–246, 277
information communication and, 263–264
in-group favoritism and, 252
naïve realism and, 270–271
predictors for success in, 271–272
relationship networks and, 260
representative choice and, 260
sacred values and taboo trade-offs and, 265–267
social loafing and social striving and, 252–255
social networks and, 250–251
strategies for, 272–277
Crossover probability, 340
Cuban Missile Crisis, 72
Culture/cultural differences. See also
Cross-cultural negotiations
affiliation bias and, 269
biased punctuation of conflict and, 267–268
dimensions of, 247
direct vs. indirect communication, 247, 261–264
dispute resolution and, 257–258, 264
egalitarian vs. hierarchy, 247, 258–261
emotion and inner experience and, 255
explanation of, 245–246
face concerns and, 260–261
faulty perceptions of conciliation and coercion and, 270
globalization and, –
as iceberg, 246–247
individual vs. collective, 247–258
information communication and, 263–264
in-group favoritism and, 252
maintaining relationships and, 275–276
naïve realism and, 270–271
relationship networks and, 260
representative choice and, 260
respect for, 274
sacred values and taboo trade-offs and, 265–267
social loafing and social striving and, 252–255
social networks and, 250–251
time perception and, 275
CVS, 182
