METACOGNITIVE FEATURES OF DECISION-MAKING IN NEGOTIATION ACTIVITIES OF MANAGERS.

This study examines the metacognitive aspects of decision-making in managerial negotiation activities, focusing on how metacognitive awareness impacts decision quality and negotiation outcomes. Effective negotiation requires not only rational thinking but also reflective and adaptive decision-making strategies that align with dynamic business contexts. The primary objective of this research is to investigate the role of metacognition—awareness and control over one's cognitive processes—on managerial negotiation skills. Using a qualitative approach, interviews and case studies are analyzed to identify metacognitive practices that distinguish successful negotiators. The study's findings emphasize the importance of self-reflection, awareness of cognitive biases, and the adaptability of thought processes as pivotal to negotiation success. By enhancing metacognitive capabilities, managers can better navigate complex negotiations, leading to improved outcomes and more resilient decision-making processes.