The Effects of Process Analysis and Ties to His Group upon the Negotiator's Attitudes Toward the Outcomes of Negotiations

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Abstract
A one-day intergroup conflict laboratory was conducted to investigate the effects of the use of modified "surrey feedback" during negotiations. This procedure focused on increasing the negotiators' awareness of the competitive behavior in the negotiations and the distortions in internegotiator perception. The results suggest that mediators and others who seek to intervene between two groups in conflict can use techniques of process analysis, such as survey feedback, to increase the negotiator's positive evaluation of the negotiations and its outcomes. The results also point out that whereas high commitment to one's own group and its initial position in the negotiations will tend to mitigate the cooperation-inducing effects of this procedure, high satisfaction with one's role in the home group will tend to enhance them. It was suggested that high commitment leads one to a state of "insulated ignorance," in which one is protected from examining his own behavior, and the other's perceptions and feelings, through a conviction in the superiority of his own group's proposal and its inevitable success. High satisfaction with role, on the other hand, leads one to feel freer to deviate from his group's position.

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