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negotiation encounter, cognitive activities of bargaining participants that determine
whether and how they attend to these problems, communication behaviours through
which bargainers interact with opponents, and the effects ofcognition and behaviour on
economic and perceptual outcomes."
However Barry (1994:94) is of the opinion that emotion is an impetus for and
by-product ofsocial conflict and therefore it is potentially central to understanding how
individuals think about, behave within and respond to bargaining situations. He also
feels that emotion can be used strategically "as a tactical gambit." Therefore skilful
negotiators apply both cognitive and emotional tactics to influence each other.
Cognitive tactics or bargaining tactics involve efforts to discover information, attempts
to manipulate information already in one's possession, and arrangements of settlement
proposals.
THE NEED OR AIM FOR NEGOTIATION AND PERSUASION
The need for negotiation arises when there is a perceived or real conflict.
Conflict is not inherently bad because when the differences of interest are resolved
through persuasion, a change of attitude may be effected that may improve the welfare
of the parties involved and lead to corresponding behaviour change. According to
Schank and Langer (1994:347) Alan Wicker (1969) and Leon Festinger (1964) and
Tom Cook and Brain Flay (1978) challenged that perception. They believed that even if
an individual did undergo an attitude change, it was unlikely to persist. In fact, it was
believed that after persuasion individuals return to their old opinion because they still
experience the same things in the same world. However, experiments conducted by
Ross, McFarland and Fletcher (1981) and Bern and McConnell (1970) did prove the
influence of persuasion. Certain variables have been identified that moderate the
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