Negotiations 6e mcgraw hill chapter 15

Conflict Management Style – Degree of cooperativeness the party shows toward working for the other’s outcomes • Two personality dimensions represent these levels of concern – Degree of

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CHAPTER FIFTEEN

Individual Differences II: Personality and Abilities

Eight Approaches to Studying

Conflict Management Style

– Degree of cooperativeness the party shows toward

working for the other’s outcomes

• Two personality dimensions represent these

levels of concern

– Degree of assertiveness

– Degree of cooperativeness

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Conflict Management Style

p 422

Five major conflict management styles:

• A competing style—high on assertiveness and

low on cooperativeness

– High in competitiveness would be more

likely to be task oriented, creative, and

capable of dealing with complexity

• An accommodating style—low on

assertiveness and high on cooperativeness

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Conflict Management Style

Conflict Management Style

p 422

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Social Value Orientation p 424

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

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• Have a preference for outcomes that benefit both self and

others with whom they are interdependent

• Are more oriented toward problem solving

• Achieve more integrative outcomes than pro-self

negotiators

• Are more oriented toward reciprocal cooperation

Interpersonal Trust p 425

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

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Self-Efficacy p 426

A judgment about one’s ability to behave effectively

• Plays an important role in complex

interpersonal behavior, including negotiation

• Higher levels of self-efficacy lead to higher

outcomes and setting higher goals

• One’s perceived level of competence at

negotiation may increase the likelihood that

collaborative problem solving will occur

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Locus of Control p 426

The extent to which people perceive that they have

control over events that occur:

– High external locus of control: attributes the

cause of events to external reasons (e.g., luck)

– High internal locus of control: attributes the cause

of events to internal reasons (e.g., ability)

• In a distributive negotiation, “internals” had

higher resistance points than “externals”

• Locus of control appears to influence

negotiator aspirations, preferences and

outcomes

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Self-Monitoring p 427

The extent to which people are responsive to the social

cues that come from the social environment

• High self-monitors:

– Attentive to external, interpersonal information

– Inclined to treat this information as cues to how

one should behave

Machiavellianism p 427

• Those scoring high in Machiavellianism:

– Tend to be cynical about others’ motives

– More likely to behave unaltruistically and

unsympathetically

– Less willing to change their convictions

under social pressure

– More likely to tolerate behavior that

violates social norms

– More inclined to advocate the use of

deception interpersonally

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Face Threat Sensitivity p 429

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

• Some people are more susceptible to reacting in a

negative way to threats to face

• Threats to one’s image will make a negotiator

competitive in a situation that might otherwise

benefit from cooperative behavior

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The "Big Five" Personality Factors

p 429

• Extraversion – sociable, assertive, talkative

• Agreeableness – flexible, cooperative, trusting

• Conscientiousness – responsible, organized,

The "Big Five" Personality Factors

p 429

• Negotiators higher in extraversion and agreeableness

were more likely to do worse in distributive

bargaining

• Effects of personality were lessened when negotiators

had high aspirations for their own performance

• These elements of personality did not affect how well

negotiators did in complex integrative bargaining

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Cognitive Ability p 431

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

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Emotional Intelligence p 432

Encompasses a set of discrete but related abilities:

– Perceiving and expressing emotion

accurately

– Accessing emotion in facilitating thought

– Comprehending and analyzing emotion

– Regulating appropriately one’s own

emotions and those of others

– To date only a few studies of its role have

yet to appear in the academic literature

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Perspective-Taking Ability

p 434

“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”

• Negotiators with higher perspective-taking

ability

– Negotiated contracts of higher value

– Appear to be able to increase the concessions that

the other party is willing to make

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Power Corrupts Perspective

Taking?

Box 15.3 – p 435

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

• Do not form plans into strict, sequential order

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Behaviors of Superior Negotiators

During face-to-face bargaining:

• Make fewer immediate counterproposals

• Are less likely to describe offers in glowingly positive terms

• Avoid defend-attack cycles

• Use behavioral labeling, except when disagreeing

• Ask more questions, especially to test understanding

• Summarize compactly the progress made in the

negotiation

• Do not dilute arguments by including weak reasons when

trying to persuade the other party

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Behaviors of Superior Negotiators

During postnegotiation review:

• Reserve time to review what is learned from the

negotiation

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