Framing negotiations. People tend to be overly affected by the way information is pre- sented to them. For instance, in a labor-management contract negotiation, assume that your employees are currently making $15 an hour but the union is seeking a $4 raise. You are prepared to go to $17. The union's response is likely to be different if you can successfully frame this as a $2 an hour gain (in comparison to the current wage) rather than a $2 an hour loss (when compared against the union's demand).