Discussion and Response: What are things that negotiators can proactively do to manage the perceptions rationality and fairness?

by  Sai Krishna Arjula 

Introduction: perceptions of rationality and fairness

While a negotiation process is ongoing, in most cases, the objective takes place as the desire to win an argument. At one point, every individual has been involved in the process of negotiations whereby they have some time they approve a specific issue, or even decline those issues. This kind of behavior can be utilized to describe the rationality behind the perception of fairness. It takes place as evident that depends on the distributive perceptions. Not only that but also procedural fairness takes place being utilized while decisions are going to be made. It can be said that perceptions of fairness take place as an important factor that can help to understand and analyze the behavior of people based on the negotiation.

According to the experts, distributive fairness involves the measures that belong to the negotiation whereby the involvement of the individuals is present. In this case, the individuals approve that the hospitality towards them was fair while the argument procedure was on. It is observed that different factors might be utilized to judge the perceptions of fairness. They can be needs, demands, rules, regulations. Generosity, and equity. The consequences of the negotiations can be affected by some factors like situational demands, as well as cultural regulations. On the other hand, some of the cultures can be able to emphasize the social connections while others deal with the interests of the individuals (Kerwi, Jordan, & Turner, 2015).

Managing perceptions of rationality and fairness

To manage the perceptions of rationality and fairness, the first thing that should be performed as a negotiator is to understand the importance, and necessity of interrogating his perception of rationality, as well as fairness. By doing so, the faults can be understood. Not only that, the negotiators can polish their principles by doing this because it will allow them to understand what to do, and what not to do. They can understand the requirement of having a negotiation. Next, the negotiators should discover the external benchmarks as they are important to create a base for the arguments. Discovering samples, as well as the examples where negotiations are performed in a fair way can provide a bigger number of illustrations based on the method of being involved in the fair negotiations (Williamson, & Williams, 2011). At last, but not least, it is possible for the negotiators to come in a group to determine the best possible description of fairness before any argument is launched. By doing so, proper standards can be put in place that will help them to understand a provided situation, and then solve it amicably.

 

References

Kerwi, S., Jordan J.S., & Turner, B. A. (2015). Organizational justice and conflict: Do perceptions of fairness influence disagreement?  Sport Management Review, 18(3), 384-395

Williamson, K, & Williams, K. J. (2011). Organizational justice, trust, and perceptions of fairness in the implementation of agenda for change.  Radiography, 17(!), 61-66