hr 470 final

strategies for responding to the other sides power

1. protect themselves- do this by keeping in mind that they have real interests, that negotiation may be the preferred approach for achieving those interests, and that excessive accommodations to the high-power party will not serve them well over the long term 2. cultivate their best alternative to a negotiated agreement (BATNA) 3. formulate a trip wire alert system- that serves as an early warning signal when bargaining enters the "warning" zone close to the walkaway option or BATNA 4. correct the power imbalance- dealing with an existing power imbalance by low power parties taking power, high power parties giving power, and third parties managing the transfer and balance of power

According to Kolb and Coolidge, during a negotiation men tend to A) demarcate negotiating from other behaviors that occur in the relationship. B) perceive negotiation as part of the larger context within which it takes place. C) seek empowerment when there is interaction among all parties in the relationship. D) to engage the other in a joint exploration of ideas. E) None of the above.

A

Power distance describes A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally. B) the extent to which the society is organized around individuals or the group. C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine. D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. E) None of the above describes power distance.

A

The "embrace the other party's approach" strategy involves A) adopting completely the approach of the other party. B) both parties making mutual adjustments to find a common process for negotiation. C) creating a new approach that may include aspects of either home culture or practices from a third culture. D) persuading the other party to use your approach. E) The "embrace the other party's approach" strategy involves all of the above

A

When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach? A) effect symphony B) improvise an approach C) embrace the other party's approach D) employ agents or advisors E) Negotiators are using all of the above approaches

A

Which of the following strategies should negotiators with a low familiarity with the other culture choose? A) employ agents or advisers B) adapt to the other party's approach C) coordinate adjustment D) embrace the other party's approach E) Negotiators with a low familiarity with the other culture should not choose any of the above strategies

A

Barry and Friedman (1998) study- key results

-negotiators higher in extraversion and agreeableness were more likely to do worse for themselves -in an integrative bargaining situation personality did not affect how well the negotiators did, cognitive ability was more important -the effects of personality were lessened when negotiators had high aspirations for their own performance

things that can lead to impasse

-perceptions of power -revenge and anger -conflict management styles

environmental context factors:

-political and legal pluralism -international economics -foreign governments and bureaucracies -instability -ideology -culture -external stakeholders

three stages of effective coping

-recognize the behavior for what it is -understand why it exists- and persists -cope to produce effective behavior, for you and for them

immediate context factors:

-relative bargaining power -levels of conflict -relationship between negotiators -desired outcomes -immediate stakeholders

gender differences in negotiation:

-women behave more cooperatively -men get higher outcomes -differences are small and situational influences loom larger

when is process consultation ineffective?

1. process consultation is less likely to work as an intervention when the parties are deeply locked in a dispute over one or more major unresolved issues 2. process consultation may be an ineffective technique when dealing with short term relationships 3. process consultation may be ineffective when the substantive issues in the dispute are distributive, or zero sum 4. process consultation may be ineffective when the level of conflict is so high that the parties are more intent on revenge or retribution than reconciliation

The individualism/collectivism dimension describes A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally. B) the extent to which the society is organized around individuals or the group. C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine. D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. E) None of the above describes the individualism/collectivism dimension

B

Using dialogue to convince the other party that their position is correct and to support various tactics and ploys that are used to win points during the discussion is a characteristic of A) female negotiators. B) male negotiators. C) both male and female negotiators. D) neither male nor female negotiators. E) Either male or female negotiators, but not during the same negotiation.

B

Which of the following is not one of Janosik's four ways that culture is used in international negotiation? A) culture as learned behavior B) culture as economic indicator C) culture as shared values D) culture as dialectic E) Each of the above is one of Janosik's four ways that culture is used in international negotiation.

B

Which theoretical finding about the role of women in negotiations is not true? A) Women may place a greater emphasis on interaction goals (the interpersonal aspects of the negotiations). B) Women's conceptualization of power may make them less comfortable than men with integrative versus distributive negotiation. C) Women were more likely to perceive conflict episodes in relationship terms. D) Women in negotiations are often treated worse than men during negotiations. E) Women using the same negotiation tactic that men used were less successful than men.

B

interpersonal trust

a generalized expectancy held by an individual that the word, promise, oral, or written statement of another individual o group can be relied upon

inquisitorial intervention

a manager using this style exerts high control over both the process and the decision

intransigence

a partys willingness to move to any fallback position through concession or compromise

prosocial or cooperative orientation

a preference for outcomes that benefit both self and others with whom they are interdependent

process consultation

a set of activities on the part of the consultant that helps the client to perceive, understand, and act upon the process events which occur in the clients environment

cognitive ability

a very general mental capability that, among other things, involves the ability to reason, plan , solve problems, think abstractly, comprehend complex ideas, learn quickly and learn from experience

There are six factors in the environmental context that make international negotiations more challenging than domestic negotiations and these factors can act to limit or constrain organizations that operate internationally whether negotiators understand or appreciate their effects..

false

Weiss states that a negotiator should only use one strategy throughout an entire negotiation.

false

in all cross-cultural negotiations, both parties approach the negotiation deductively.

false

individual differences in situational factors

given certain circumstances gender differences emerge; in other circumstances they are elusive

intractable conflicts

happens when a negotiation becomes more difficult to resolve -may persist over a long period of time, and when there is no further progress they reach impasse

negotiation

high level of both negotiator control over outcome and level of negotiator control over procedure

mediation

high level of negotiator control over outcome and low level of negotiator control over procedure

competing style

high on assertiveness, low on cooperation

collaborating style

high on both assertiveness and cooperativeness

when is mediation effective?

in about 60% of cases depending on the relationship between the parties, the issues, and the parties themselves

environmental context

includes environmental forces that neither negotiator controls that influence the negotiation

immediate context

includes factors over which negotiators appear to have some control

impasse

is a condition or state of conflict in which there is no apparent quick or easy resolution

self-efficacy

is a judgment about ones ability to behave effectively in a given situation -refers to peoples beliefs in their capabilities to mobilize the motivation, cognitive resources, and courses of action needed to exercise control over events in their lives

identity

is determined by the way that individuals answer the question "who am I?"

arbitration

low level of negotiator control over outcome and high level of negotiator control over procedure

autocracy

low levels of both negotiator control over outcome and level of negotiator control over procedure

accommodating style

low on assertiveness, high on cooperativeness

avoiding style

low on both assertiveness and cooperativeness

providing impetus

managers using this style typically do not exert control over the decision, and they exert only a small amount of control over the process

adversarial intervention

mangers using this style exert high control over the decision but not the process

pro-self or egoistic orientation

means they are primarily concerned with personal outcomes and unconcerned with outcomes obtained by the other party

process consultation vs mediation

mediators are at least somewhat concerned with addressing the substantive issues in the dispute, whereas process consultants focus only on improving communication and conflict management procedures

perceptions and stereotypes

men have an advantage in negotiation as a "dominant cultural stereotype" negative stereotypes about female bargainers influence negotiation outcomes by shaping expectations and behaviors by both men and women at the negotiating table women are at a disadvantage because they are constrained by behavioral expectations dictated by the gender roles prevalent in society

compromising style

moderate on both assertiveness and cooperativeness

interest arbitration

new contracts, typically in the public sector, that cannot be achieved through negotiation are submitted to an arbitrator

Much of the research places female negotiators at a disadvantage, suggesting that differences in process choices and styles, combined with the pernicious effects of stereotypes, leaves women worse off at the negotiation table

true

Negotiators using the "adapt to the other party's approach" strategy maintain a firm grasp on their own approach, but make modifications to help relations with the other negotiator.

true

Political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.

true

Research studies suggest that culture does have an effect of negotiation outcomes, although it may not be direct and it likely has an influence through differences in the negotiation process in different cultures

true

Research suggests that negotiators may naturally negotiate differently when they are with people from their own culture than when they are with people from other cultures.

true

Risk-oriented cultures will be more willing to move early on a deal and will generally take more chances.

true

The notion that negotiation is both art and science is especially valid at the cross-cultural or international level

true

The relationship the principal negotiating parties develop before the actual negotiations will have an important impact on the negotiation process and outcome.

true

To use the "improvise an approach" strategy, both parties to the negotiation need to have high familiarity with the other party's culture and a strong understanding of the individual characteristics of the other party.

true

narcotic effect

when arbitration is anticipated as a result of the failure of parties to agree, negotiators may lose interest in the process of negotiating -negotiator passivity, loss of initiative, and dependance on the third party are common results or reoccurring dispute arbitration

chilling effect

when the parties in negotiation anticipate that their own failure to agree will lead to binding arbitration they may stop working seriously for a negotiated settlement -the parties avoid making compromises they might be otherwise willing to make, because they fear that the fact finder or arbitrator will split the different between their stated positions

relational view of others

women are more aware of the complete relationship among the parties who are negotiating and are more likely to perceive negotiation as part of the larger text within which it takes place than to focus only on the content of the issues being discussed (Kolb & Coolidge) women place a greater emphasis on interaction goals while men are driven more by task specific goals (Kray & Babcock) -important implications for how male versus female negotiators attend to the other party versus the issues on the table

control through empowerment

women are more likely to see empowerment where there is "interaction among all parties int he relationship to build connection and enhance everyones power" (Kolb & Coolidge) men can be characterized as using power to achieve their own goals or to force the other party to capitulate to their point of view assertive negotiation tactics are more accepted when coming from men than women -women conceptualization of power may make them more comfortable than men with integrative versus distributive negotiation

beliefs about ability and worth

women are more likely to see their worth as determined by what the employer will pay (Barron) men expect to earn more than women over the course of their career (Major & Konar) women may feel less comfortable operating in the social context of negotiation in general (Small, Gelfand, Babcock, & Gettman) -this could undermine self-confidence that good outcomes are achievable

general characteristics of gender differences

women behave less competitively and more cooperatively in negotiation; men tend to negotiate better outcomes; while the differences are statistically significant they are small

problem solving through dialogue

women seek to engage the other in s joint exploration of ideas whereby understanding is progressively clarified through interaction; they also listen and contribute men use dialogue to convince the other party that their position is the correct one and to support vicious tactics and ploys that are used to win points during the discussion (Kolb & Coolidge

embedded view of agency

women tend not to draw strict boundaries between negotiating and other aspects of their relationship with other people but instead see negotiation as a behavior that occurs within relationships without large divisions marking where it begins and ends (Kolb & Coolidge) men tend to demarcate negotiating from other behaviors that occur in the relationship and to signal the beginning and end of the negotiations behaviorally -because women are more likely to see negotiations as flowing naturally from the relationship they may be less likely to recognize that negotiations are occurring

The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach

false

In negotiation, approaching the negotiation with a powerful frame of mind can lead to higher outcomes for the female negotiator who might otherwise be at a disadvantage.

true

mistakes that can cause impasses

1. neglecting the other sides problem 2. too much of a focus on price 3. positions over interests 4. too much focus on common ground 5. neglecting BATNA's 6. adjusting perceptions during the negotiation

strategies for responding to the other sides hard distributive strategies

-call them on it -ignore them -respond in kind -offer to change to more productive methods

how to break through impasses

-depersonalize it: shifting framing -break the issue into smaller pieces: fractionate -perspective taking/role reversal : see it from other persons point of view -its not just about the price even if it seems that way

if individual differences limit ones effectiveness what steps can be taken?

-greater self awareness -set higher aspirations (Barry & Freedmen studies)

nature of impasses

-impasse is not necessarily bad or destructive (although it can be) -impasse does not have to be permanent -impasse can be tactical or genuine -impasse can be partial -impasse perceptions can differ from reality

Hofstedes model of cultural dimensions

-individualism/collectivism -power distance -career success/quality of life -uncertainty avoidance

why do difficult people behave the way they do?

-it works for them -they are not aware of the long-term costs (to themselves or others) -we reinforce the behavior when we "give in" to their style *effective coping is vital

patterns of difficult behavior

-know it all -indecisiveness -sniper -tank -super agreeability -chronic complaining

strategies for resolving impasses

1. agree on rules and procedures 2. reduce tension ans synchronise deescalation 3. improve communication accuracy 4. control number and size of issues 5. establish common ground 6. enhance desirability of options to the other party

best practices in negotiation

1. be prepared 2. diagnose the fundamental structure of the negotiation 3. identify and work the BATNA 4. be willing to walk away 5. master the key paradoxes of negotiation -claiming value versus creating value -sticking by your principles versus being resilient enough to go with the flow -sticking with your strategy versus opportunistically pursuing new options -being too honest versus being too closed and opaque -being too trusting versus being too distrusting 6. remember the intangibles 7. actively manage coalitions- those against you, for you, and unknown 8. savor and protect your reputation 9. remember that rationality and fairness are relative 10. continue to learn for your experience

strategies to resolve impasses

1. cognitive resolution is needed to change how the parties view the situation 2. emotional resolution involves changing how parties feel about the impasse and the other party, as well as reducing the amount of emotional energy they put into the negotiation 3. behavioral resolution explicitly addresses what people will do in the future and how agreements they make about the future will be realized

10 ways culture can influence negotiation

1. definition of negotiation- competitive process vs information sharing 2. negotiation opportunity- how its perceived distributive vs integrative 3. selection of negotiators- what criteria is used to select the negotiator 4. protocool- degree to which the formality of the relations between the two negotiating parties is important 5. communication- how people communicate verbally and nonverbally 6. time sensitivity- culture determines what time means and how it affects the negotiation 7. risk propensity- extent to which different cultures are willing to take risks 8. group versus individuals- whether the culture emphasizes the individual or groups 9. nature of agreements- culture affects the concluding agreements and on what form the negotiated agreement takes place 10. emotionalism- culture influences the extent to which negotiators show emotions

four dimensions of intractable conflicts

1. divisiveness- the degree to which the conflict divides people such that they are "backed into a corner" and can't escape without losing face 2. intensity- the level of participant involvement, emotionality, and commitment in a conflict 3. pervasiveness- the degree to which the conflict invades the social and private lives of people 4. complexity- the number and complexity of issues, the number of parties involved, the levels of social systems involved in the conflict, and the degree to which it is impossible to resolve one issue without resolving several others simultaneously

Ury's breakthrough approach

1. don't react- go to the balcony: provides some distance from the conflict and from ones own emotions, creates breathing space allowing negotiators to cool off, creates an opportunity for negotiators to understand the situation in a broader context 2. disarm them- step to their side: active listening, acknowledging the other parties points, recognizing points of understanding and overlap that might provide the foundation for subsequent agreement, expressing ones own views clearly and considerably 3. change the game- don't reject, reframe: ask open ended problem solving questions, reframing the other party tactics, negotiating openly and directly the rules of the negotiation process 4. make it easy to say yes- build them a golden bridge: involving the other party in the actual design of an agreement that addresses the interests and challenges of all parties, satisfying his or her unmet needs as much as possible without jeopardizing meeting your needs or the basic fabric of the agreement 5. make it hard to say no- bring them to their sense, not their knees: pay attention to your own BATNA strengthening it and making sure the other party knows what it is, help the other party think about the consequences of not reaching an agreement, fashion a lasting agreement thinking through and planing for implementation

Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations.

false

Gender is, of course, the primary individual differences with a role in negotiation processes and outcomes.

false

High-conflict situations that are based on ethnicity, identity or geography are most easy to resolve.

false

The "culture-as-shared-value" approach A) concentrates on documenting the systematic negotiation behavior of people in different cultures. B) concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture. C) recognizes that all cultures contain dimensions or tensions among their different values. D) recognizes that no human behavior is determined by a single cause. E) All of the above are elements of the "culture as shared" value approach

B

According to Graham, which of the following statements would be characteristic of a Japanese negotiator? A) Higher profits are associated with making opponents feel uncomfortable. B) Higher profits are achieved by making opponents feel comfortable. C) The use of powerful and deceptive strategies is more likely to receive higher outcomes. D) Representational strategies are negatively related to profits. E) None of the above is characteristics of a Japanese negotiator.

B

Risk-avoiding cultures will A) be willing to move early on a deal. B) generally take more chances. C) seek further information. D) be less likely to take a wait-and-see stance. E) Risk avoiding cultures will generally take all of the above actions

C

Which of the following factors most influences relative bargaining power? A) the extent to which negotiators frame the negotiation differently B) tangible and intangible factors C) management control D) personal motivations of external stakeholders E) None of the above factors influence relative bargaining power

C

Which of the following lists only joint strategies for cross-cultural negotiations? A) employ agents or advisors, bring in a mediator, adapt to the other party's approach, improvise an approach B) employ agents or advisors, adapt to the other party's approach, embrace the other party's approach, effect symphony C) bring in a mediator, coordinate adjustment, improvise an approach, effect symphony D) coordinate adjustment, improvise an approach, adapt to the other party's approach, embrace the other party's approach E) None of the above list only joint strategies for cross cultural negotiations

C

Women tend to fare worse on salary negotiations because: A) they tend to ask for higher salaries during interviews. B) they tend to accept what is offered them. C) they tend to not ask for more. D) they tend to anticipate a hypothetical salary. E) they tend to become overly involved with salary negotiations.

C

"Coordinating adjustment" involves A) adopting completely the approach of the other party. B) making conscious changes to your approach so that it is more appealing to the other party. C) both parties making mutual adjustments to find a common process for negotiation. D) crafting an approach that is specifically tailored to the negotiation situation. E) "Coordinating adjustment" involves all of the above

C

According to Kolb and Coolidge, during a negotiation women tend to A) use dialogue to convince the other party that their position is correct. B) demarcate negotiating from other behaviors that occur in the relationship. C) seek empowerment when there is interaction among all parties in the relationship. D) use power to achieve their own goals. E) All of the above.

C

According to Salacuse, which of the following is not a factor in the environmental context of negotiations? A) political and legal pluralism B) foreign governments and bureaucracies C) relative bargaining power D) international economic factors E) All of the above are factors in the environmental context of negotiations

C

Adapting to the other party's approach" is best used by parties with A) no familiarity. B) low familiarity. C) moderate familiarity. D) high familiarity. E) Adapting to the other party's approach is equally effective for all parties

C

Identify the one result from among the following empirical findings on gender differences that is not true. A) Men and women conceive of negotiations in different ways. B) Men and women communicate differently in negotiation. C) Men and women are treated similarly in negotiation. D) Men and women can use the same tactics to different effects. E) Men and women stereotypes affect negotiator performance.

C

Research on gender characteristics in negotiation A) has shown a strength in the use of sex as the independent variable. B) has yielded consistent findings to document significant differences between male and female negotiators. C) has found there are differences in how males and females negotiate, but these differences are difficult to detect. D) has a generalized influence on the dependent variables in a negotiation. E) All of the above are results of research on gender characteristics in negotiation.

C

In a review of research on gender in negotiation, Kray and Babcock argue that gender differences are most evident when negotiation is portrayed as a collaborative effort rather than a competition.

false

There is a growing body of evidence that suggests that women are at a disadvantage in negotiations as compared to male negotiators. The nature of this disadvantage may occur in A) being treated differently before and during negotiations than men. B) receiving worse opening offers from the other party. C) receiving worse outcomes in similar negotiations than males. D) being penalized when they use the same negotiation tactic that males use successfully. E) All of the above.

E

According to Weiss, when choosing a strategy, negotiators should A) choose one strategy and stick with it throughout the entire negotiation. B) be aware of their own culture, but minimize the other culture's norms. C) not try to predict or influence the other party's approach. D) understand the specific factors in the current relationship. E) Weiss states that negotiators should do all of the above when preparing for negotiations

D

In group-oriented cultures A) the individual comes before the group's needs. B) decisions are primarily made by senior executives. C) decision making is an efficient, streamlined process. D) negotiators may be faced with a series of discussions over the same issues and materials with many different people. E) All of the above occur in group-oriented cultures

D

We use the term "culture" to refer to the A) religious beliefs of a group of people. B) ethnicity of a group of people. C) geographic nationality of a group of people. D) shared values and beliefs of a group of people. E) Culture refers to none of the above

D

What consequences do negotiators from high uncertainty-avoidance cultures bring to negotiations? A) Negotiators will strongly depend on cultivating and sustaining a long-term relationship. B) Negotiators may be more likely to "swap" negotiators, using whatever short-term criteria seem appropriate. C) Negotiators may need to seek approval from their supervisors more frequently. D) Negotiators may not be comfortable with ambiguous situations and may be more likely to seek stable rules and procedures when they negotiate. E) All of the above are consequences of high uncertainty avoidance cultures

D

Which of the following is an immediate context factor in cross-cultural negotiations? A) external stakeholders B) instability C) international economic factors D) relationship between negotiators E) All of the above are immediate context factors in cross-cultural negotiations.

D

Which of the following are likely to "level the playing field" for women who seem to be at a disadvantage in negotiations? A) Motivational interventions. B) Situational interventions. C) Cognitive Interventions. D) None of the above interventions can help rectify the disparity. E) All of the above contribute to reducing the constraints.

E

In the Ultimatum Game, a comparison of the minimum acceptable amounts stated by recipients shows that women demanded lower minimum offers than men.

false

Which of the following statements about the important factors that affect how women and men approach negotiations is untrue? A) Women are more aware of the complete relationship among the parties who are negotiating and are more likely to perceive negotiation as part of the larger context within which it takes place than to focus only on the content of the issues being discussed. B) Women tend not to draw strict boundaries between negotiating and other aspects of their relationships with other people but instead see negotiation as a behavior that occurs within relationships without large divisions marking when it begins and ends. C) Men can be characterized as using power to achieve their own goals, or to force the other party to capitulate to their point of view. D) Men use dialogue in two ways: (a) to convince the other party that their position is the correct one and (b) to support various tactics and ploys that are used to win points during the discussion. E) Negative stereotypes about female bargainers do not shape expectations and behaviors by both men and women at the negotiating table.

E

Political and legal pluralism can make cross cultural negotiations more complex because A) there may be implications for the taxes that the organization pays. B) there may be implications for the labor codes or standards that the organization must meet. C) there may be different codes of contract law and standards of enforcement. D) political considerations may enhance or detract from the conduct of business negotiations in various countries at different times. E) Political and legal pluralism can make cross cultural negotiations more complex because of all of the above.

E

There have been no new research developments in the areas of sex and gender in the last few years that give a clearer picture of the underlying psychology of gender in negotiation.

False

Many popular books and articles on international negotiation treat culture as expected behavior, providing lists of dos and don'ts to obey when negotiating with people from different cultures.

false

Outside of North America there appears to be a great deal of variation across cultures in the extent to which negotiation situations are initially perceived as distributive or integrative

false

Stereotypes enhance the performance of female negotiators.

false

Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.

false

According to Kolb and Coolidge, men use dialogue to convince the other party that their position is the correct one, and to support various tactics and ploys that are used to win points during the discussion.

True

According to Kolb and Coolidge, women are likely to see negotiation as a behavior that occurs within relationships without large divisions marking when it begins and ends.

True

Males were more likely to perceive the task characteristics of conflict episodes

True

The "culture-as-shared-values" approach has advantages over the "culture-as-dialectic" approach because it can explain variations within cultures.

false

grievance arbitration

decisions about the interpretation of existing contracts

Countries can have only one culture; however cultures can span national borders.

false

ADR

alternative dispute resolution systems

culture as shared values

an approach to conceptualizing culture that concentrates on understanding central values and norms and then building a model for how these norms and values influence negotiations within that culture

culture as a learned behavior

an approach to understanding the effects of culture documents the systematic negotiation behavior of people in different cultures -concentrates on creating a catalogue of behaviors that foreign negotiators should expect when entering a host culture

emotional intelligence

an encompassing a set of discrete but related abilities: the ability to perceive and express emotion accurately, the ability to access emotion in facilitating thought, the ability to comprehend and analyze emotion, and the ability to regulate ones own emotions and those of others

decision-acceptance effect

arbitrated disputes may also engender less commitment to the settlement than alternative forms of dispute resolution

biasing effect

arbitrators must be careful that their decisions do not systematically favor one side or the other and that they maintain an image of fairness and impartiality

high self monitors

are attentive to external, interpersonal information that arises in social settings and are more inclined to treat this information as cues to how they should behave

low self monitors

are less attentive to external information that may cue behavior and are guided more in their behavioral choices by inner, personal feelings

half life effect

as the demand for arbitration increases between parties the both the sheer number of decisions required and the likelihood that those decisions will not please one or both sides increase as well

openness

being imaginative, broad-minded, curious

emotional stability

being secure, confident, not anxious

agreeableness

big five trait being flexible, cooperative, trusting

conscientiousness

big five trait being responsible, organized, achievement oriented

extraversion

big five trait being sociable, assertive, talkative

how to level the playing field

change the framing of negotiation, change channel of communication, act as agent on others behalf

perspective- taking ability

cognitive capacity to consider the world from another individuals viewpoint

which individual differences matter?

conflict style, interpersonal trust

Halls communication context and time/space

cultures can be differentiated on the basis of whether they engage in low of high context communication -low context cultures tend to communicate directly, with meaning clearly and explicitly conveyed through words themselves -high context cultures tend to communicate less directly, with meaning inferred from the surrounding context time and space refers to differences between cultures in how they relate to, manage, and schedule events -monochronic cultures prefer to organize and schedule things sequentially -polychronic cultures are characterized by the simultaneous occurrence of many different activities

mediation

objective is to resolve the dispute and it achieves this objective by having the parties themselves develop and endorse the agreement

shadow negotiation

occurs in parallel with the substantive negotiation and is concerned with how the negotiation will proceed

different types of moves in shadow negotiation

power moves- designed to being reluctant bargainers back to the table by using incentives, pressure tactics, and the use of allies process moves- designed to alter the negotiation process itself through adjustments to the agenda, sequencing, decision rules, and the like appreciative moves- designed to break cycles of contentiousness that may have led to deteriorating communication, acrimony, or even silence

social value orientation

preferences that people have regarding the kinds of outcomes they prefer in social settings where interdependence with others is required

mediation-arbitration (med-arb)

preliminary step to arbitration should have a complimentary and facilitating effect on dispute resolution but only for final offer arbitration

culture as dialect

recognizes that all cultures contain dimensions or tensions -helps explain variations within cultures -suggests that to be successful negotiators need to appreciate the richness of the cultures in which they will be operating

culture in context

recognizes that human behavior is not determined by a single cause; all behavior may be understood at many different levels simultaneously, and a social behavior is as complex as negotiation is determined by many different factors, one of which is culture

self-monitoring

refers to the extent to which people are responsive to social cues that come from the social environment

locus of control

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

culture

refers to the shared values, beliefs, and behaviors of a group of people

face

refers to the value people place on their public image or reputation

binding arbitration

requires the parties to comply with the arbitrators decision either by law or by contractual agreement

guide to mediation

schedule a joint meeting with both parties 1. stabilize the setting 2. help the parties communicate -each party states the issues to be resolves -mediator seeks to clarify the overall problems 3. help the parties negotiate -ask each party to identify criteria to be used in evaluating a solution -ask each party to generate alternatives -ask parties to select joint optimal alternative 4. clarify the agreement

sex vs gender

sex- biological characteristics of male and female gender- cultural and psychological markers of the sexes- the aspects of role or identity that differentiate men from women in a given culture or society

fundamental attribution error

tendency to blame others when things go wrong, but taking personal; they tend to see others successes as due to luck, but failures due to others defects and deficiencies

final offer arbitration

the arbitrator must choose without amendment on of the positions presented by the disputing parties

voluntary arbitration

the parties submit their arguments to an arbitrator but are not required to comply with the arbitrators decision

cultural attribution error

the tendency to overlook the importance of situational factors in favor of cultural explanations

benefits of third parties

third parties can provide and on occasion enforce the stability, civility, and forward momentum that negotiators need to address the problems that remain to be solvesd -create breathing space or a cooling off period -reestablishing or enhancing communications -refocusing on the substantive issues -remedying or repairing strained relationships -establishing or recommitting to time limits and deadlines

machiavellianism

those scoring high tend to be cynical about others motives, more likely to behave unaltruistically and unsympathetically toward others, and less willing to change their convictions under social pressure -four elements of high machs: distrust, amoral manipulation, desire for control, desire for status

arbitration-mediation (arb-med)

three stage approach; first the arbitrator holds a hearing and reaches a decision which is placed in an envelope snd id not reveled to the parties, mediation occurs at the second stage, if an agreement is not reached in stage three the arbitration ruling is revealed and is binding both parties

face threat sensitivity (FTS)

trait that looks at this aspect of personality when threats to face are made some are more dispositioned and more susceptible to reacting in a negative way to these treats

personality

traits that are stable tendencies to think, feel, or behave in certain ways that can be identified and measured

Ideological clashes increase the communication challenges in cross-border negotiations in the broadest sense because the parties may disagree on the most fundamental levels about what is being negotiated.

true