# data[].attributes.body
Reactive devaluation refers to our tendency to disparage proposals made by another party, especially if this party is viewed as negative or antagonistic. This cognitive bias can serve as a major barrier in negotiations.

# data[].attributes.body
A cognitive bias is a systematic error in thinking that occurs when people are processing and interpreting information in the world around them and affects the decisions and judgments that they make.

# data[].attributes.body
the endowment effect, or divestiture aversion as it is sometimes called, describes a circumstance in which an individual places a higher value on an object that they already own than the value they would place on that same object if they did not own it.

# data[].attributes.body
Self-serving bias is the tendency to attribute our successes to internal, personal factors, and our failures to external, situational factors. In other words, we like to take credit for our triumphs, but we are more likely to blame others or circumstances for our shortcomings.

# data[].attributes.body
a cognitive bias characterized by an overestimation of one's actual ability to perform a task successfully, by a belief that one's performance is better than that of others, or by excessive certainty in the accuracy of one's beliefs.

# data[].attributes.body
The winner's curse is a tendency for the winning bid in an auction to exceed the intrinsic value or true worth of an item. The gap in auctioned versus intrinsic value can typically be attributed to incomplete information, emotions, or a variety of other subjective factors that may influence bidders.

In general, subjective factors usually create a value gap because the bidder faces a difficult time determining and rationalizing an item's true intrinsic value. As a result, the largest overestimation of an item's value ends up winning the auction.

# data[].attributes.body
The ability to make information and related physical and logical resources accessible as needed, when they are needed, and where they are needed.

# data[].attributes.body
Frames are mental models that we use to simplify our understanding of the complex world around us. In other words, frames are mental models that help us make sense of the world. They involve our assumptions—often taken-for-granted assumptions—about how things work.Risk implies future uncertainty about deviation from expected earnings or expected outcome. Risk measures the uncertainty that an investor is willing to take to realize a gain from an investment.

# data[].attributes.body
It's important for negotiators to remain flexible and adaptable to these shifts in framing. Recognizing and responding to changes in the frame can enhance understanding, facilitate problem-solving, and increase the chances of reaching a mutually satisfactory agreement.

# data[].attributes.body
People may elect to frame a negotiation on the basis of power. Negotiations resolved by power are sometimes based on who is physically stronger or is able to coerce the other, but more often, it is about imposing other types of costs-economic pressures, expertise, legitimate authority, and so on. Disputes settled by power usually create clear winners and losers, with all the consequences that come from polarizing the dispute and resolving it in this manner.

# data[].attributes.body
People may also be concerned about who is "righ" – that is, who has legitimacy, who is correct, or what is fair. Disputes about rights are often resolved by helping the parties find a fair way to determine who is "right", or that they can both be "righ". This resolution often requires the use of some standard or rule such as "taking turns", "split it down the middle", or "age before beauty" to settle the dispute.

# data[].attributes.body
People are often concerned about what they need, desire, or want. People talk about their “positions”, but often what is at stake is their underlying interests. A person says he “needs” a new text messaging cell phone, but what he really wants is a new electronic toy because all his friends have one. Parties who focus on interests in a dispute are often able to find ways to resolve that dispute.

# data[].attributes.body
Framing an issue in negotiations means that you're focusing attention on one aspect of an issue and leaving other aspects out. Your might elect to exclude some aspects of an issue from your frame because they're irrelevant, because they might distract from the main point, or because they don't advance your interests. Framing is a way of calling attention to what you believe is the most important, or advantageous, aspect of the issue at hand.

# data[].attributes.body
Problem-Solving Frames

# data[].attributes.body
Cultural Frames

# data[].attributes.body
Ethical Frames

# data[].attributes.body
Media Frames

# data[].attributes.body
Policy Frames

# data[].attributes.body
One of the most destructive assumptions we bring to negotiations is the assumption that the pie of resources is fixed. The mythical-fixed-pie mindset leads us to interpret most competitive situations as purely win-lose.

# data[].attributes.body
Anchoring and adjustment is a cognitive heuristic where a person starts off with an initial idea and adjusts their beliefs based on this starting point.

Anchoring and adjustment have been shown to produce erroneous results when the initial anchor deviates from the true value.

# data[].attributes.body
Persuasive Frames

# data[].attributes.body
This is a concept in such fields as psychology, game theory, economics, and philosophy. This type of move can mean gaining a fortune or losing everything. Because the person may have made more rational decisions that paid off earlier it reaches a point where the person begins to make irrational and illogical decisions.

# data[].attributes.body
Cognitive Frames

# data[].attributes.body
Reactive Devaluation

# data[].attributes.body
Ignoring Others’ Cognitions

# data[].attributes.body
Endowment Effect

# data[].attributes.body
Self-Serving Biases

# data[].attributes.body
The Law of Small Numbers

# data[].attributes.body
Overconfidence

# data[].attributes.body
The Winner’s Curse

# data[].attributes.body
Availability of Information

# data[].attributes.body
Issue Framing and Risk

# data[].attributes.body
Anchoring and Adjustment

# data[].attributes.body
Mythical Fixed-Pie Beliefs

# data[].attributes.body
Irrational Escalation of Commitment

# data[].attributes.body
The Frame of an Issue Changes as the Negotiation Evolves

# data[].attributes.body
Another Approach to Frames: Interest, Rights, and Power

# data[].attributes.body
How Frames Work in Negotiation

# data[].attributes.body
Types of Frames

# data[].attributes.body
Perceptual Distortion

# data[].attributes.body
Perception Defined