Performance ranking is common across a range of professional and recreational domains. Even when it has no economic consequences but does order people in terms of their social standing, anticipating such performance ranking may impact how people feel and perform. We examined this possibility by...

We investigate the effect of power differences and associated expectations in social decision-making. Using a modified ultimatum game, we show that allocators lower their offers to recipients when the power difference shifts in favor of the allocator. Remarkably, however, when recipients are...

Negotiators often concede to angry partners. But what happens when they meet again? The reputation spill-over hypothesis predicts that negotiators demand less from a partner who had expressed anger during a previous negotiation, because they perceive the other as tough. The retaliation...

In three experiments, we examined how people negotiate on behalf of a constituency in which opposing factions send different signals. Participants negotiated as sellers on behalf of a group consisting of factions that favored either a cooperative or a competitive negotiation. Experiment 1 (N =...

A key barrier to conflict resolution is that parties exaggerate the degree to which the other side’s interests oppose their own side’s interests. Here we examine egocentrism as a fundamental source of such biased conflict perceptions. We propose that parties rely on their own interests and...

Economic and social psychological models of human behavior suggest that concern with one's reputation limits strategic misrepresentation in social decision making. The authors tested this assumption in 2 experiments. In Exp. 1 (N = 86) participants gave more deceitful information under anonymity...

How do emotions affect the opponent's behavior in a negotiation? Two experiments explored the interpersonal effects of anger and happiness. In Study 1, participants received information about the emotion (anger vs. happiness vs. no emotion) of their (fake) opponent. Participants with an angry...

Deceiving a competitive other may be motivated by self-protection or by moral outrage. Which motivation explains deception was examined in an experimental study (N = 112) in which participants provided information about their own payoffs to a competitive other who would make a decision...

How do emotions affect the opponent's behavior in a negotiation? Two experiments explored the interpersonal effects of anger and happiness. In Study 1 participants received information about the emotion (anger vs. happiness vs. no emotion) of their (fake) opponent. Participants with an angry...