Marc’s MSLD Reflection Blog

Deception during negotiations is not uncommon.  One study indicated that 28 percent of negotiators lied about a common interest issue while in the process of negotiating (Hoch, Kureuther, Gunther, 2001).  Deception comes in two forms: omission and commission. Lies of omission occur when the full truth about an issue is not disclosed. Lies of commission are committed when information is intentionally misrepresented.  Although people generally feel less guilt associated with lies of omission than lies of commission, ethicists contend that lies of omission and lies of commission “are morally equivalent if the outcomes and the liar’s intentions are the same” (Hoch, et al., 2001, p. 189).   “As the benefits of lying rise and the costs of lying fall, negotiators become more likely to lie” (Hoch, et al., 2001, p. 191).  Generally the potential benefits of lying during negotiation are easily discerned, but estimating the possible costs can be more of a challenge.  Potential costs of de

I like to say that each person sees the world through a different kitchen window.  Each person has a distinct viewpoint and perspective of the world around them. These distinct individual perspectives and viewpoints are known as frames. “Frames determine how we see the world” (Hoch, Kunreuther, & Gunther, 2001, p. 133).  “Frames are the means by which managers make sense of ambiguous information” (Kaplan, 2008, p. 729).  Frames are important to the decision making process because “they simplify and focus our attention on what we deem is most relevant, making it possible to decide more quickly and efficiently than with widespread attention” (Hoch, et al., 2001, p. 133).  Essentially, a frame is the “kitchen window” we look through at the outside world. It is the context in which we perceive, interpret, judge, act, and decide. However, frames introduce certain inherent weaknesses into a way of thinking.  “Frames create highlights and shadows, focusing our attention on certain

Businesses today are more complex than they have ever been.  Advances in technology are being developed at a pace that many people, including organizational leaders, cannot keep up with.  Advances in communication technology have produced a world that is more interconnected. This increased connectedness has created a business environment that is more complex than ever before (Obolensky, 2016).  Even small businesses are able to compete on a global scale through ecommerce. The organization where I am employed has had to sense and respond to a more complex environment. Potential customers can learn more about the organization and competitors with a few mouse clicks. Organizational leaders often struggle to keep up with the increased complexity in today’s environment.  There are three primary sources of complexity in today’s business arena. First, the information age in which we live has lead to a business environment that is increasingly rich in data.  There is so much informati

Perhaps you have experienced what I experience on a regular basis.  You are at a restaurant looking at the menu, trying to decide what to order.  All of the options look good, and you cannot decide between the fajitas and the enchiladas. “There are just too many options!” you exclaim in frustration as you decide to simply order the same thing you always do, the chicken burrito. It is said that variety is the spice of life.  As consumers, we generally think that more options is better than few.  “Marketers assume that the more choices they offer, the more likely customers will be able to find just the right thing” (Schwartz, 2006, para. 1).  We have a tendency to believe that where more options are available, we will be able to find something that fits our needs or wants exactly, and we will be more satisfied with our decision.  We will be able to have it our way. However, “research now shows that there can be too much choice; when there is, consumers are less likely to buy anyth

On occasion I have been accused of being indecisive.  I like to call it analytical. It seems that any time I have a decision to make I stew over it for a long time.  Regardless of the decision, whether to apply for a new job, or purchase a sweater on Amazon.com I tend to use similar decision making techniques.  When I make decisions I try to clearly understand what it is that I am trying to decide, what is the question at issue? Once I have identified the question I try to get as much information about the topic as possible.  I peruse reviews on Amazon.com to find out what others have said about the sweater or I try to talk to other current or former employees of the company I am interested in to hear their experiences and opinions. I try to learn as much as I can about the options available from an objective, unbiased point of view.  Once I feel sufficiently informed I weigh the pros and cons to try to determine how the decision will affect me. I rely on intuition to a certain