Focus is on Skill Building/How We Learn?

Practice: In a variety of settings
Feedback Share experiences
Analysis: Mathematical and Descriptive
Outcome Based Evaluation Your grade depends on your performance

Our focus is on skill building and learning by doing
We all can benefit from practice by doing negotiations in different substantive contexts
Practice sharpens our ability to recognize untested assumptions, alternative explanations
It increases our sensitivity to what works, what doesn't work and why

Why Negotiation is Difficult?/When is it Legal to Lie in Negotiations? (G. Richard Shell)

Cognitive Hard Wiring:
we are programmed to simplify information
our need for closure blinds us to consideration of alternatives
we make faulty, simplifying assumptions
Need for confirmatory feedback
inhibits learning optimally from experience
Intuition
doesn't lead to a general framework for effective negotiation

Understand the interests of your negotiating counterparts(s)
Interests are self evident in formal zero sum and non zero sum games
Interests of your negotiating counterparts are not self evident in multiple issue negotiations where each party possesses private information
in particular, information about your counterparts' BATNA'S are often revealed only through the dynamics 

Attitude Change!!! Cognitive dissonance and cognitive part of the attitude

Attention
Comprehend
Acceptance
Retention
the four major components in changing someone's attitude in persuasive communication

People can have multiple beliefs or cognitions about an attitude object. The multiple cognitions can result from persuasive communications or social influence. If discrepancies (cognitive dissonance) develop among cognitions, the person feels internal tension and becomes motivated to reduce that tension. The person can reduce the dissonance by changing one or more cognitions. Such change in the cognitive part of an attitude can lead to change in the attitude itself. (e.g. social pressures/social norms)


NEEDS AT THE BOTTOM DOMINATE HUMAN BEHAVIOR, IF ALL NEEDS ARE UNSATISFIED, A SATISFIED NEED IS NO LONGER A MOTIVATOR. UNSATISFIED NEEDS IS A POETENTIAL MOTIVATOR OF BEHAVIOR.
Needs:
achievement
affiliation
belongingness
for change
deference
dominance
existence
growth
physical
physiological
for power
reognition
relatedness
safety
self actualization