English Typing
Paragraph
Much
of
the
training
literature
for
negotiation
and
mediation
suggests
that
emotions
should
be
simply
ignored.
The
prevailing
idea
seems
to
be
that
negotiators
should
try
to
set
their
feelings
aside
and
mediators
should
try
to
steer
disputants
towards
"rational"
behavior.
However,
it
seems
obvious
that
strong
emotions,
in
particular,
the
parties
fear
and
anger,
are
typically
part
of
the
negotiation
process.
Emotions
often
cause
disputes
to
escalate
and
sometimes
even
cause
negotiations
to
break
down.
When
people
feel
that
their
interests
are
threatened,
they
often
become
agitated,
angry,
and
fearful.
Ignoring
such
emotions
is
likely
to
harm
the
negotiation
process,
not
help
it.
Often
trying
to
suppress
or
dampen
the
emotions
may
simply
lead
to
resentment
and
the
breakdown
of
agreements.
Parties
may
try
to
disrupt
a
process
because
they
do
not
feel
heard,
or
refuse
to
follow
through
with
an
agreement
because
their
feelings
were
not
recognized.
Roger
Fisher
and
William
Ury
(1983)
suggest
that
the
first
step
in
dealing
with
strong
emotions
is
to
acknowledge
them,
and
to
try
to
understand
their
source.
In
many
cases,
these
emotions
should
be
dealt
with
before
addressing
the
substance
of
the
dispute.
A
refusal
to
deal
with
emotional
and
relational
issues
may
make
it
impossible
to
address
substantive
issues,
they
argue.
Parties
must
acknowledge
the
fact
that
certain
emotions
are
present
and
allow
the
other
side
to
express
their
feelings.
They
must
also
be
careful
not
to
dismiss
others'
feelings
or
lash
out
in
response
to
emotional
outbursts,
as
this
is
likely
to
provoke
an
even
more
intense
emotional
response
from
the
other
side.
Because
emotion
often
plays
a
much
more
central
role
in
decision
making
than
we
realize,
it
is
important
to
look
at
parties
subjective
view
of
the
situation
when
trying
to
determine
whether
a
settlement
can
and
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