Negotiating rationally: the power and impact of the negotiator's frame
探讨管理者如何通过识别和调整谈判中的框架效应，避免认知偏差，从而达成更符合自身利益的理性协议。
Executive Overview In the last ten years, negotiation has moved from the industrial relations arena to the forefront of managerial interest. As the nature and structure of managerial challenges evolve, negotiation skills become necessary. Considerable research has been conducted to determine how negotiators either fail to reach agreements that are in their best interest or leave them worse off. The focus of this article is to consider how managers could negotiate more rationally—that is reach agreements that maximize the negotiator's interests. Unfortunately, our natural tendencies in negotiation and decision making contain biases that systematically reduce our ability to reach agreements that maximize our interests. While there has been significant research directed toward identifying these cognitive biases and their impact on negotiator behavior, we explore a negotiator's predilection for framing proposals in ways that reduce information search and analysis and direct the choice of alternatives. We suggest that the frames a manager imposes on problems or disputes are a function of the referent point by which we evaluate success or failure and gains or losses. In the context of a negotiation, there is often little objective about the choice of a particular referent point, although the point that we choose can significantly influence the attractiveness of various outcomes. We describe the impact of various frames and identify ways in which managers can guard against being unduly influenced by the frames of disputes as well as ways managers can use frames to improve the potential for resolving disputes.