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Cheating

Questionable tactics

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Questionable tactics

Inappropriate information collection

Entails about the tactics applied to gather information from another side, which is disingenuous or used to result in negative responses from another party. An example is bluffing, which is the falsification of the position of fact to attain a predictable response dfrom another party.

Competitive bargaining

Applying tactics to coerce or deceive another party might make the tactic questionable. Its subjective but negative impacts of the tactic make it unethical hence doubtful.

Misrepresentation

Misrepresentation can be classified into active and passive deceit.  The passive misrepresentation its situation where negotiator fails to convey the true preferences that make other parties reach an erroneous conclusion. In an active deception, the negotiator misleads the opponent.

reason for the tactics

Incentives given sometimes makes the negotiators apply the questionable tactics. For instance, in a situation where big dollars are given, the information is likely to be distorted.  Involvement in uncertainty and insufficient information also makes the negotiators engage in deceptive actions. Unfair treatment by the counterparts also makes the negotiators apply the wrong tactic to balance fairness.

Motives

Competitive motive

The competition incentive makes the negotiators apply questionable tactics. Especially in a situation where negotiators want to attain something positive, they might be motivated to use unfair tactics to secure their competitive position.

The power motives

In the exchange of arguments, facts, and logic, it is perceived that the information is truthful and accurate. Untruthful and inaccurate statements like cheating used in the social exchange deploy knowledge for favor introducer. Power motives cause practices of these tactics, which are unethical.

Consequences

The use of questionable tactics might cause negative impacts, and other times might produce positive results. The questionable tactics destroy the trust among the negotiators, which might make negotiators not to come up with a collective agreement. However, sometimes the tactics might make someone benefit. For instance, in a situation where manage changes the company information to secure the organization’s reputation.

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