Ethical Systems -- Withholding Information Research Paper

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198). In turn, greater information sharing is pivotal in achieving "a good negotiation outcome" (p. 198). Also, in the short-term, "face-to-face negotiation encourages greater trust development" than using the phone or emails, Lewicki explains. In long-term negotiations, Gregory A. Garrett asserts that building trust can "take years" to fully establish, and by "communicating the good, the bad, and at times the ugly goes a long way to building trust (Garrett, 2005, p. 39). Garrett also embraces the idea that a key element in building trust is how the negotiators handle "expectations" (beliefs or assumptions about potential future events) (p. 37). If expectations are pessimistic (the person plans "for the worst") the outcome long-term will not be what has been hoped for; however, if expectations -- which can be mitigated through consistent communication -- are positive, a far better outcome can be predicted, Garrett explains on page 38.

Conclusion

Defining and fully describing fairness in negotiations and the ramifications of withholding information during negotiations is an important process, not just for the persons and groups engaged in the negotiations, but for business students as well. Many of the decisions, laws and policies in public life depend on the process of negotiations, and if those processes are based on trust, openness and integrity, they will be accepted and carried out more forthrightly.

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