Essentials of Organizational Behavior (13th Edition)
13th Edition
ISBN: 9780133920819
Author: Stephen P. Robbins; Timothy A. Judge
Publisher: PEARSON
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Chapter 3, Problem 1PIA
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To demonstrate: The capabilities of Person X on the basis of core self-evaluation (CSE) scale.
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When it comes to assertiveness, there is only a modest link between negotiators' self-views and how the counterparty sees them. Many negotiators come away from a negotiation thinking they came on too strong with the counterparty. The _____ refers to the fact that negotiators believe they are coming on too strong with the counterparty, but they actually are not.
A. Collective trap illusion
B. Attribution error
C. Aggressive anchoring bias
D. Line-crossing illusion
As you think about the issue of using chatbots in contract negotiations, consider whether other facets and concepts of negotiations that we have discussed and whether they would be adequately addressed.
While I am not a fan of AI as of yet, I do understand the endless possibilities. Based on the research, it is clear that AI has great potential for negotiation (Yang, 2025). Herold et al. (2025) suggested that AI can flag potential risks and liabilities, allowing negotiators to address them and mitigate potential problems proactively. AI can draft new contract templates by examining industry standards and past contracts, and AI technology can help lawyers spot errors and inconsistencies in contract drafts. In relation to risk management, AI can flag possible risks and liabilities, allowing negotiators to proactively address them and lessen potential problems, which can speed up the negotiation process, making the negotiation efficient because AI can industrialize tasks like document review, redlining, and finding potential issues, significantly reducing negotiation time. Lastly, AI can analyze vast amounts of data and identify errors, inconsistencies, and irregularities in…
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Essentials of Organizational Behavior (13th Edition)
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