A632.4.4.RB - Deception in Negotiations

This week’s lesson discusses deception in negotiations and people will often misrepresent information to gain at least a temporary advantage. Our text book states that deception of some kind is an inherent part of human interaction. (Hoch, Kunreuther, & Gunther, 2001) The challenge then becomes taking "specific steps to curtail the use of deception by others, and considering guidelines for managing their own temptations to use deception." (Hoch, Kunreuther, & Gunther, 2001)

“Deception happens all the time,” Maurice Schweitzer says. “In negotiations studies, researchers have found that deception occurs anywhere from 30% to 100% of the time depending on how you measure it. For example, in one recent study I found that deception occurred 58% of the time.” (Hoch, Kunreuther, & Gunther, 2001)

In this Reflection Journal and Blog, I will be describing four ways to evaluate information during negotiations and give an recent example of a negotiation in which I was misled and one in which I may have overstated a claim.

The four ways to evaluate information during negotiations that I’ve found useful are: asking direct questions, paying attention to verbal and nonverbal cues, listening carefully, keeping records and get things in writing.

In my current position as a manufacturing engineer I work under the umbrella of production engineering working with design engineering. The two groups are in negotiations. Their job is to design the parts that are used to build the aircraft and my job is to make sure the parts that are being design are able to be installed on the aircraft. The two groups should be working hand to hand. But it is a constant struggle.

The M.E. (manufacturing engineer) have a responsibility to production to make sure that the planning of all parts and components are producible and lean installation. So I as a M.E. am suck in between the two departments.

There are currently three different derivatives of the B787 and thousands of revisions to parts, components, and assemblies. There is stress and deadlines for each department to perform and pass time quality. And with that being said there are time when D.E. (design engineering) have to design new or revise part and this is where the deception in negotiations begin.

I’ve learned to ask direct questions like, what materials are being used, how long will it take to produce, is it something that can be built in house or contracted out, and what dimensions? We ask the same questions almost every change board meeting, but the answers are almost just as predictable. Those that are prepared for and anticipated such questions have immediate answers. Those that are deceptive and have something to hide will almost always give confusing answers; these are the ones that are trying to get you to buy off on subpar work. Listening is key to any negotiations. But it is so much more then listening, but you have to know what you are listening from. There must be an understanding of what you are trying to accomplish and understand what are your options is the situation.

Along with the inability to provide adequate information on a new or revised part, observing both verbal and nonverbal cues have helped in detecting deception. This by no means make us experts, none of these cues is perfectly correlated with deception, and most people are not very good at detecting lies. (Hoch, Kunreuther, & Gunther, 2001)

There are times when asking the direct hard question and watching the nonverbal cues aren’t enough. I’ve learned that my best friend in fight deception in negotiations is my email and Microsoft OneNote. With email it’s like having a digital signature, I like how when needed I can follow a email trail for things that were said or missed. Even when I have a verbal exchange and there are changes to anything, before I commit to anything I ask that an email is sent. I normally ask for it as a reminder, but I’m using it as a tracking tool. OneNote can and does serve for the same purpose. I can save, scribble, draw, or write quick informal note to myself.

Works Cited

Hoch, S. J., Kunreuther, H. C., & Gunther, R. E. (2001). Making Decisions. Hoboken: John Wiley & Sons, Inc.