CONCLUSION
We believe that the marriage between practitioners and theorists should be much more solid than it is. Theorists have identified a host of rather benign- looking beliefs and cognitions that hinder effective negotiations, but they have failed to produce a systematic body of research aimed at reducing cognitive biases that hinder effective dispute resolution.
Unfortunately, most negotiators are not aware of the existence of cognitive bias and its deleterious effects. In this chapter, we have identified four key biases that conflict theorists and practitioners in particular must fight to eliminate. We have also examined the use of performance feedback and analogy training, and named five specific behavioral skills that meet the test of empirical investigation. We hope that theorists and practitioners continue to identify and examine new methods by which to eliminate or reduce cognitive bias at the bargaining table.
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