CHAPTER FIFTEEN

1. CHAPTER FIFTEEN Individual Differences II: Personality and Abilities ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

2. Early Research on Individual Differences and Negotiation Four explanations for contradictory and inconclusive early research: • The effects of individual differences are subtle and elusive • The wrong kind of tasks were investigated • Research methods were flawed or inconsistent • Individual difference factors were poorly conceptualized ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

3. Conflict management style Social value orientation Interpersonal trust Self-efficacy and locus of control Self-monitoring Machiavellianism Face threat sensitivity The “Big Five” personality factors Eight Approaches to Studying Personality in Negotiation ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

4. Conflict Management Style • Two levels of concern underlie the five conflict management styles • Degree of concern a party shows for his or her own outcomes • Degree of concern the party shows for the other’s outcomes • Two personality dimensions represent these levels of concern • Degree of assertiveness • Degree of cooperativeness ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

5. Conflict Management Style Five major conflict management styles: • A competing style—high on assertiveness and low on cooperativeness • An accommodating style—low on assertiveness and high on cooperativeness • An avoiding style—low on both assertiveness and cooperativeness • A collaborating style—high on both assertiveness and cooperativeness • A compromising style—moderate on both assertiveness and cooperativeness ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

6. Conflict Management Style ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

7. Social Value Orientation Preferences regarding the kinds of outcomes people prefer in social settings where interdependence with others is required • Two orientations: • Proself or egoistic: primarily concerned with personal outcomes • Prosocial or cooperative: preference for outcomes that benefit both self and others ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

8. Interpersonal Trust 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

9. Self-Efficacy 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

10. Locus of Control 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

11. Self-Monitoring 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 • Low self-monitors: • Less attentive to external information that may cue behavior, • Guided more in their behavioral choices by inner, personal feelings ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

12. Machiavellianism • 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

13. Face Threat Sensitivity 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

14. The "Big Five" Personality Factors • Extraversion –sociable, assertive, talkative • Agreeableness –flexible, cooperative, trusting • Conscientiousness –responsible, organized, achievement oriented • Emotional stability –secure, confident, not anxious • Openness –imaginative, broad-minded, curious ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

15. The "Big Five" Personality Factors • 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

16. Abilities in Negotiation Three kinds of abilities and negotiation behavior: • Cognitive ability • Emotional intelligence • Perspective-taking ability ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

17. 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

18. Emotional Intelligence Encompassing 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 • Empirical research studies of its role have yet to appear in the academic literature ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

19. 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” • 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

20. 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

21. 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 ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

22. Behaviors of Superior Negotiators During postnegotiation review: • Reserve time to review what is learned from the negotiation ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved