The act of using deception during negotiations comes in various forms, and such forms are used more often than one may imagine. Often times one may think that such forms of deception during negotiations are only utilized during high-level discussions such as corporate or political discussions, however deception tactics are used locally by individuals in various areas, such as shopping, personal discussions and conflict resolutions, and at the workplace (Hudson, n.d.). Depending on the level of negotiations, one may be inclined to stretch the truth or avoid disclosing certain information in order to present their argument as more favorable. However doing so may have serious implications to a vast number of people, especially if the negotiators are representing groups of people. Questions on ethics may arise depending on the situations in which deceptive tactics are used to win negotiations, and in some situations may have lasting effects on people, companies, and societies. (Hudson, n.d.)
According to the Handbook of Research on Negotiation, positive short term effects can be achieved if negotiators apply deceptive tactics cautiously and in ways that mitigate the avenues of detection (Olekalns & Adair, 2013). These are done when negotiators attempt to get an edge over their competition in order to win a deal or an offer for business, and some tactics can include omission of specific details or even emotional manipulation. These can in-fact result an a more beneficial deal for both parties, such as more success in business. However the greater number of omissions, inconsistencies in the arguments and details, and just plain misinformation can result in the loss of trust with the negotiator which can have lasting consequences. Parties which may have fallen for the traps of deceptive tactics may incur potential significant sunk financial costs which may be unrecoverable and damaging to individuals or businesses (Program on Negotation, 2020). The broken trust between these parties may become unrepairable and irreversible, and the damage can be long-lasting, especially so for large corporations facing public scrutiny or political parties losing significant public support (Olekalns & Adair, 2013).
Hudson, M. (n.d.). Dealing With Deception In Negotiations. Retrieved from ENS International: https://www.negotiate.org/your-resources/dealing-with-deception-in-negotiations
Olekalns, M., & Adair, W. L. (2013). Question 7: What are the consequences of broken trust for negotiators. In M. Olekalns, & W. L. Adair, Handbook of Research on Negotiation (p. 560). Edward Elgar Publishing.
Program on Negotation. (2020, February 25). Negotiation Ethics: Dealing with Deception at the Bargaining Table. Retrieved from Program on Negotiation: https://www.pon.harvard.edu/daily/negotiation-skills-daily/negotiation-skills-tips-dealing-with-deception-at-the-bargaining-table/