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how theindividual may be judged by the other party or by neutral observers

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how theindividual may be judged by the other party or by neutral observers

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how the negotiator feels about him- or herself after using the tactic

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how the negotiator feels about him- or herself after using the tactic

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The other four categories of tactics misrepresentation, bluffing, misrepresentation to opponent’s network, and inappropriate information collection—are more widely regarded as inappropriate and unethical in negotiation.

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Once the tactic is employed, the negotiator will assess consequences on three standards:

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Once the tactic is employed, the negotiator will assess consequences on three standards:

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The Decision to Use Ethically Ambiguous Tactics: A Model 

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The Decision to Use Ethically Ambiguous Tactics: A Model 

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The six categories, two—emotional manipulation and the use of “traditional competitive bargaining” tactics—are viewed as generally appropriate and likely to be used.

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Most negotiators would probably place a high value on a reputation for being truthful. Yet what does being truthful mean? Questions about truth-telling are straightforward,
but the answers are not so clear

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1. Traditional competitive bargaining
2. Emotional manipulation
3. Misrepresentation
4. Misrepresentation to opponent’s networks
5. Inappropriate information gathering
6. Bluffing

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That is, individuals must decide (according to one or more of the ethical theories presented earlier) when they should tell the truth (the whole truth and nothing but the truth) as opposed to engaging in some behavior short of telling the truth

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Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use What Ethically Ambiguous Tactics Are There?

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Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use What Ethically Ambiguous Tactics Are There?

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your specific objectives and your priorities among multiple goals.

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two forms of deception in misrepresenting the common-value issue: misrepresentation

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two forms of deception in misrepresenting the common-value issue: misrepresentation

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Most of the ethical issues that arise in negotiation are concerned with standards of truth telling—how honest, candid, and disclosing a negotiator should be.

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In other negotiations, intangible goals might include maintaining a reputation as a tough but principled negotiator, establishing a precedent for future negotiations

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One the dictionary defines “ambiguous” as “open to more than one interpretation . . . doubtful or uncertain.”2 We are interested in tactics that may or may not be improper, depending on an individual’s own ethical reasoning and circumstances

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If what we want exceeds these limits, we must either change our goals or end the negotiation goals must be attainable

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The use of deceptive tactics can be active or passive

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The use of deceptive tactics can be active or passive

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 Deception by Omission versus Commission

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 Deception by Omission versus Commission

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What Questions of Ethical Conduct Arise in Negotiation? 

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What Questions of Ethical Conduct Arise in Negotiation? 

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Ethically Ambiguous Tactics: It’s (Mostly) All about the Truth

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Ethically Ambiguous Tactics: It’s (Mostly) All about the Truth

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Thus, relational goals tend to support the choice of a collaborative or integrative strategy -  forging an ongoing relationship

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Goals can also be intangible or procedural

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Linkage between two parties’ goals defines an issue to be settled and is often the source of conflict

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But this figure is not totally clear

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The negotiator has to determine exactly how big a payment can comfortably come out of his or her paycheck at present interest rates and add to that what is available for a down payment in order to be able to negotiate exactly what he or she is willing to pay a month.

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a goal is a specific, focused target that one can realistically develop a plan to achieve.

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Other negotiation goals—particularly ones that are more difficult or require a substantial change in the other party’s attitude—may require you to develop a long-range plan for goal attainment. In these cases, progress will be made incrementally, and it may depend on establishing a strong relationship with the other party.

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In developing and framing our goals, we may ignore the present or future relationship with the other party in favor of a simplistic concern for achieving only the substantive outcome.

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Wishes may be related to interests or needs that motivate goals, but not goals

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Effective goals must be concrete, specific, and measurable.

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There are boundaries or limits to what “realistic” goals can be

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One’s goals may be, but are not necessarily, linked to the other party’s goals

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Wishes are not goals, especially in negotiation

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Direct Effects of Goals on Choice of Strategy

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Indirect Effects of Goals on Choice of Strategy

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Goals—The Focus That Drives a Negotiation Strategy 

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Goals—The Focus That Drives a Negotiation Strategy 