Use of Empathy in Negotiations Abstract This paper is a revision of an introduction to a study on empathy and its use in negotiations to discourage or deter unethical or deceitful negotiating practices. It follows a five step presentation model of first stating the research problem, then reviewing studies that have previously addressed the research problem. The third step is to examine the deficiencies in the previous studies, followed by stating the significance of the study for the particular audience, and closes with the statement of purpose. Revised Introduction In business negotiations the concept of dealing in good faith is disrupted when one party engages in deceitful bargaining by attempting to obfuscate some aspects of the...The end:
.....gn themselves to complete the task. Perspective taking, or imagining oneself in the other person’s shoes, did not influence task assignments - participants who engaged in cognitive perspective taking were just as selfish as those in a control condition (Batson et al., 2003). Given empathy’s relative advantage over perspective taking at promoting cooperative and prosocial behavior (Batson et al., 2003), the current research tested whether empathy is more likely than perspective taking to discourage the use of unethical negotiation strategies. Since research examining how moral emotions affect negotiation is sparse, Study 2 also tested whether individual differences in proneness to experiencing guilt and shame discourage unethical bargaining.