Abstract
In the current research, we investigate the effects of breaks—temporary recesses in which participants stop interacting and withdraw from the situation—on negotiation processes and outcomes. We conducted two laboratory experiments in which participants engaged in buyer-seller negotiations. Experiment 1 ( N = 140) showed that dyads reached higher-quality agreements after a break in which they were cognitively busy with a distraction task than after a break in which they could reflect upon the negotiation. Experiment 2 ( N = 76) showed that competitive thinking during a break lead to lower-quality agreements than cooperative thinking during the break. It seems that the negative effects of competitive thoughts during a break can be compensated by turning one’s mind to other issues than the negotiation, or by actively engaging in cooperative thinking.
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