chap 1 Negotiation Styles & Individual Differences

Perspective-Taking Ability

"A negotiator's capacity to understand the other party's point of view during a negotiation and thereby to predict the other party's strategies and tactics."

The "Big Five" Personality Factors (name them)

(1) Extraversion - sociable, assertive, talkative (2) Agreeableness - flexible, cooperative, trusting (3) Conscientiousness - responsible, organized, achievement oriented (4) Emotional stability - secure, confident, not anxious (5) Openness - imaginative, broad-minded, curious

The "Big Five" Personality Factors (more)

- Negotiators higher in extraversion and agreeableness were more likely to do worse in distributive bargaining. Why? - Effects of personality were lessened when negotiators had high aspirations for their own performance

Similar tactics have different effects when used by men versus women (2 types)

-Exchange tactics -Aggressive tactics

Empirical Findings on Gender Differences in Negotiations

-Men and women conceive of negotiations differently *Relationship versus task orientation *Competition versus collaboration -Men and women communicate differently -Men and women are treated differently

Overcoming the Disadvantage of Gender Differences

-Motivational interventions: Emphasize the mutual dependence of both parties in the negotiation relationship -Cognitive interventions: Focus on things that negotiators have in common that transcend gender, such as common goals or identities

Defining Gender

-Refers to cultural and psychological markers of the sexes - the aspects of role or identity that differentiate men from women in a given culture or society

Defining Sex

-Refers to the biological categories of male and female -"the property or quality by which organisms are classified as female or male on the basis of their reproductive organs and functions"

Cognitive intelligence helps negotiator:

-comprehend complex ideas -reason based on facts -plan -solve problems -make rational decisions

Four explanations for contradictory and inconclusive early research:

1- The effects of individual differences are subtle and elusive 2- The wrong kind of task was investigated 3- The wrong individual differences were investigated 4- Research methods were flawed or inconsistent

Self-Efficacy

A judgment about one's ability to behave effectively.

Gender stereotypes affect negotiator performance:

Stereotypes undermine the performance of female negotiators

Cognitive Ability

Synonymous with the general notion of intelligence, cognitive ability has been shown to influence: *Reasoning *Decision making *Information processing capacity *Learning *Adaptability to change, particularly in novel or complex situations

Face Threat Sensitivity

The concept of "face" refers to the value people place on their public image or reputation.

Locus of Control

The extent to which people perceive that they have control over events that occur

Two levels of concern/personality dimensions underlie conflict management styles

Degree of assertiveness a party shows for his or her own outcomes Degree of cooperativeness the party shows toward working for the other's outcomes

Behaviors of Superior Negotiators

During prenegotiation planning: *Consider more outcome options for the issues being discussed *Spend more time looking for areas of common ground *Think more about the long-term consequences of different issues *Prepare goals around ranges rather than fixed points *Avoid plans that are strict and have a sequential order

EMOTIONAL INTELLIGENCE

Self-awareness - cognizant of your thoughts, moods, impulses; how these affect people you are negotiating with Self-regulation - regulating and channeling emotions -> appropriate Self-motivation - pursue goals in the face of obstacles Patience - sometimes negotiations take weeks, months, years Empathy - understanding the feelings of others in formulating offers

Abilities in Negotiation (name the 3)

Three kinds of abilities and negotiation behavior: (1) Cognitive ability (2) Emotional intelligence (3) Perspective-taking ability

Preferences regarding the kinds of outcomes people prefer in social settings where interdependence with others is required.

Two orientations: -Pro-self or egoistic: primarily concerned with personal outcomes -Pro-social or cooperative: preference for outcomes that benefit both self and others

Machiavellianism

Using any means necessary to achieve objective(s)

Aggressive tactics:

male and female candidates were less likely to be hired when they bargained aggressively. Females were 3.5 times less likely to be hired when aggressive

Exchange tactics:

studies suggest that not only do men and women receive different outcomes during salary negotiations but that the same tactic may have opposite effects on salary negotiation outcomes

Essential qualities of master negotiators

Harmony: see multiple perspectives, harmonizing interests of all involved parties Pragmatic: set high but realistic goals Innovative: creative and flexible (e.g. unlock a deadlock) Creative ability is learned; look for different perspectives Visionary: idealized goal, proposes a solution that is better than the status quo Strategic: creates a strategy tailored to the specific case

Determined by the experiences that people have in dealing with others.

Individuals differ in levels of interpersonal trust: -High trusters: believe that others will be trustworthy and that they need to trustworthy themselves -Low trusters: believe that others cannot be trusted to observe the rules and may feel less pressure themselves to trust others