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<blockquote data-quote="timbannock" data-source="post: 4774895" data-attributes="member: 17913">I was just reading for my MBA course about some &quot;cognitive biases&quot; in negotiations.&nbsp; You should really pay attention to this stuff:- Irrational Escalation of Commitment: becoming more commited to a goal or stance when doing so is more and more likely to become a path to failure.&nbsp; Have you put more time into this storytelling idea than you have to applying at other jobs and really concentrating on improving your interview skills?&nbsp; If you can't interview well now, what are your chances of doing so later on, when you want to make more than $900 a month (you know, like when you want to move out on your own, maybe have a sweet new ride, some women, kids, and all that glory?).- Anchoring &amp; Adjustment: creating a false standard (an anchor) by which you measure adjustments in your processes.&nbsp; Basing your prices on local entertainment would be an anchor, in your case.- Overconfidence: what are your professional achievements in team-building exercises again?&nbsp; How long have you been a business consultant?&nbsp; What other family-friendly events have you pulled off for the price you are asking?&nbsp; Have you ever worked at youth center with children, or at a school?- The Law of Small Numbers: drawing conclusions from small sample sets.&nbsp; You are basing your pricing on tickets to go see a Broadway show or a movie.&nbsp; These are two things that are in demand by thousands upon thousands and even millions upon millions of people EVERY DAY.&nbsp; How much demand have you received based on your pricing and marketing scheme thus far?- Endowment Effect: over-valuing what you own or believe you possess.&nbsp; Exactly what are your marketable skills again?&nbsp; More importantly, who are your references, and why should I trust either you or them?- Ignoring Other's Cognitions: how much have you really looked at the arguments put forth by the folks here on ENWorld and over at RPG.net about your plans?When you researched pricing, did you just go online and look up &quot;Broadway Tix&quot; and &quot;Movietickets.com,&quot; or did you find out the REASONS why these things cost what they do?And more importantly than anything else I've said so far: exactly how do you execute your team-building exercises?&nbsp; You have a project plan with measurable goals, or do you mean &quot;playing D&amp;D will help your company's employees work better together.&quot;&nbsp; Because that's awful nebulous...</blockquote>

[QUOTE="timbannock, post: 4774895, member: 17913"] I was just reading for my MBA course about some "cognitive biases" in negotiations. You should really pay attention to this stuff: - Irrational Escalation of Commitment: becoming more commited to a goal or stance when doing so is more and more likely to become a path to failure. Have you put more time into this storytelling idea than you have to applying at other jobs and really concentrating on improving your interview skills? If you can't interview well now, what are your chances of doing so later on, when you want to make more than $900 a month (you know, like when you want to move out on your own, maybe have a sweet new ride, some women, kids, and all that glory?). - Anchoring & Adjustment: creating a false standard (an anchor) by which you measure adjustments in your processes. Basing your prices on local entertainment would be an anchor, in your case. - Overconfidence: what are your professional achievements in team-building exercises again? How long have you been a business consultant? What other family-friendly events have you pulled off for the price you are asking? Have you ever worked at youth center with children, or at a school? - The Law of Small Numbers: drawing conclusions from small sample sets. You are basing your pricing on tickets to go see a Broadway show or a movie. These are two things that are in demand by thousands upon thousands and even millions upon millions of people EVERY DAY. How much demand have you received based on your pricing and marketing scheme thus far? - Endowment Effect: over-valuing what you own or believe you possess. Exactly what are your marketable skills again? More importantly, who are your references, and why should I trust either you or them? - Ignoring Other's Cognitions: how much have you really looked at the arguments put forth by the folks here on ENWorld and over at RPG.net about your plans? When you researched pricing, did you just go online and look up "Broadway Tix" and "Movietickets.com," or did you find out the REASONS why these things cost what they do? And more importantly than anything else I've said so far: exactly how do you execute your team-building exercises? You have a project plan with measurable goals, or do you mean "playing D&D will help your company's employees work better together." Because that's awful nebulous... [/QUOTE]

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