Negotiation and Conflict Management Research The Emotion Deception Model: A Review of Deception in Negotiation and the Role of Emotion in Deception Joseph P. Gaspar1 and Maurice E. Schweitzer2 1 Rutgers Business School, Rutgers University, Newark and New Brunswick, NJ, U.S.A. 2 Wharton School, University of Pennsylvania, Philadelphia, PA, U.S.A. Keywords Abstract deception, emotion, ethics, negotiation, trust. Deception is pervasive in negotiations. Negotiations are characterized by information asymmetries, and negotiators often have both opportunities Correspondence and incentives to mislead their counterparts. Effective negotiators need to Joseph P. Gaspar, Department contend with the risk of being deceived, effectively respond when they of Management and Global identify deception, and manage the temptation to use deception them- Business, Rutgers Business selves. In our review of deception research, we integrate emotion School, Rutgers University, 1 Washington Park, Newark, NJ research. Emotions are both an antecedent and a consequence of decep- 07102, U.S.A.; e-mail: tion, and we introduce the emotion deception model (EDM) to represent
[email protected]. these relationships. Our model broadens our understanding of deception in negotiations and accounts for the important role of emotions in the deception decision process. On November 16, 1963, Steven Slotkin was born in New York’s Beth-El Hospital. As a result of medical negligence, Steve’s brain was damaged prior to delivery. He was diagnosed with cerebral palsy and was paralyzed, requiring constant care for the duration of his life. The Slotkins filed a malpractice lawsuit (Slotkin v. Beth-El Hospital, 1971) against the hospital and negotiated a settlement.