Summary of findings about the relationships between trust and negotiation behavior:

Summary of findings about the relationships between trust and negotiation behavior:

Summary of findings about the relationships between trust and negotiation behavior:




  1. Many people approach a new relationship with an unknown other party with remarkably high levels of trust (Start at zero and most people want to believe they can trust the other party and usually do until something happens to prove them wrong. It's like a default. )
  2. Trust tends to cue cooperative behavior (As trust strengthens so does the willingness to have an integrative negotiation)
  3. Individual motives also shape trust and expectations of the other's behavior(People who are more cooperatively motivated report more initial higher trust of the other party)
  4. Trustors, and those trusted, may focus on different things as trust is being built (Focus can be on risk initially and move toward the benefits that can be gained later.)
  5. The nature of the negotiation task can shape how parties judge the trust (Little trust may be expected in an distributive negotiation where much trust might be expected in a integrative negotiation.)
  6. Greater expectations of trust between negotiators leads to greater information sharing(similarly, greater expectation of mistrust leads to minimal information sharing)
  7. Greater information sharing enhances effectiveness in achieving a good negotiation outcome (This might not be because of trust)
  8. Distributive processes lead negotiators to see the negotiation dialogue, and critical events in the dialogue, as largely about the nature of the negotiation task (Focusing only on task can reduce trust)
  9. Trust increases the likelihood that negotiation will proceed on a favorable course over the life of a negotiation (When mistrust occurs the frame of the negotiation can change quickly)
  10. Face-to-face negotiation encourages greater trust development than negotiation online - why? You can see emotions. No planning. Seeing somebody solidifies a relationship. (Negotiating face to face forces a personal relationship)
  11. Negotiators who are representing other's interests, rather than their own interests, tend to behave in a less trusting way. They say they're just representing their clients. (They do not perceive that they are personally involved in a relationship and can rationalize that they are merely looking out for their client.) Ex. Dealing with agents


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