Conflict Resolution: A Cognitive Perspective

By Daniel Kahneman, Amos Tversky. 2000

176 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e04d5fb73fa4e97a251b180ea33a10acfe78c394

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In Sociology and Political Science

1. Peter T. Coleman
2. Jiatao Li
3. M. Deutsch
4. Peter J. Carnevale
5. Hongyan Yang
6. Yi Tang

Citations in the corpus

• What I See, What I Do (2015, background): “Hubris describes the extent to which one’s subjective judgment is positively biased (Kahneman & Tversky, 1995).”
• Socio-Psychological Barriers to Confl ict Resolution (2011, unknown): “…will mention optimistic overconfidence (i.e., overestimation of the capability to achieve beneficial results in the absence of successful negotiation, Kahneman & Tversky, 1995) and divergent construal (i.e., each party in the conflict goes beyond the given information and differently interpret *…”
• Positive affect and decision frame in negotiation (2008, background): “…is converging evidence that decision frame, a negotiators perspective on their outcomes as either a gain or a loss (Tversky and Kahneman, 1981; Kahneman and Tversky, 1995) can affect negotiation P. J. Carnevale (B) Department of Management & Organization, Marshall School of Business,…”
• CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion (2010, background): “In this discussion, we focus on “optimistic overconfidence” (Kahneman & Tversky, 1995) and describe it as “hubris” (Hayward et al., 2006).”
• The Handbook of Conflict Resolution: Theory and Practice (2000, background): “Hollenbeck and colleagues conducted an experiment in which they varied these conditions and found that giving a general do-your-best goal instead of a specific goal actually reversed the framing effect described by Kahneman and Tversky (1984). Hollenbeck and colleagues conclude that to better unders”
• Management Theory Applications of Prospect Theory: Accomplishments, Challenges, and Opportunities (2011, unknown): “In turn, they may be unwilling to make concessions (Kahneman, 1992; Kahneman & Tversky, 1995).10 If each negotiator approaches the negotiation this way, “the resulting four-to-one gap may be difficult to bridge” and the negotiators may have difficulty reaching an agreement (Tversky & Kahneman,…”