Flashcards
Social Context and Individual Differences in Negotiations
Cards in this deck (64)
- 1Possible Roles for Parties in a NegotiationA negotiating dyad
Agents
Unrepresented bystanders and audiences
Third parties - 2Advantages of Agents Definition of an agentAn agent is a person acting in the best interest of another party (and not for his/her own self-interest)
- 3Reasons for an agentExpertise
Emotional detachment (e.g., divorce attorney)
Tactical Flexibility – good cop/bad cop, plead to higher authority, etc.
Face saving - 4Different expertise1. Substantive knowledge: may have more information than principal (e.g., tax attorney, real estate agent, etc.)
2. Process expertise: may be better at negotiation process
3. Special influence via networks, connections, and clout (e.g., Washington lobbyist) - 55 Disadvantages of AgentsConflicting interests
Client doesn’t care about relationship, agent does…
Shrinking bargaining zone
More parties are dividing a fixed bargaining surplus (e.g. commission, etc.)
Communication distortion
Loss of control
Agreement at any cost
Since agents have an incentive to reach agreement…this may be more important than the contents of the deal - 6Prescriptive advice when using Agents1. Shop around
Interview your agent: negotiation training, retention agreements, terms of service, easy-exit clauses
2. Incentives and information-sharing:
Do not reveal your RP to your agent
Try to get your agent to focus on RP of other party/agent
3. Know your B.A.T.N.A. before meeting with your agent
Enlist your agent to help you improve your BATNA (w/o communicating its value to you)
Communicate your interests without revealing your BATNA
4. Capitalize on the agent’s expertise and sources of information
5. Discuss ratification and the process of negotiating
6. Use your agent to help save face (i.e., blame the agent!)
7. Use your agent to buffer emotions - 7Unrepresented Bystanders and Audiences1. Bystanders
Those who have some stake in a negotiation, care about the issues or the process by which a resolution is reached
Negotiators do not formally represent bystanders
2. Audience
Any individual or group of people not directly involved in or affected by a negotiation
They may offer input, advice, criticism
Consequences of audiences:
They make negotiators ‘Try Harder’
Negotiators seek a positive reaction from them
They can push negotiators into ‘Irrational’ behavior
They hold the negotiator accountable - 8Definition of 3rd party3rd party: individual or collective that is external to dispute and tries to help disputants reach agreement (i.e., mediator, arbitrator)
- 9Reasons to use a 3rd party1.Emotion high (e.g., anger, frustration, etc.)
2.Communication has broken down
3. Sterotypic views have emerged
4. Differences in interests appear to be irreconcilable
5. Parties disagree about what is fundamentally right
6. No established procedures for resolving conflict
7. Negotiations are at an impasse - 10Ranges of 3rd Party RolesOutcome vs. process (arbitration vs. mediation)
Formal vs. informal (acknowledged, licensed and certified)
Invited vs. uninvited - 11Challenges Facing 3rd Parties1. Helping parties attain outcomes that they perceive are fair
2. Improving the relationship between parties
3. Empowering parties in the negotiation process
4. Maintaining neutrality - 12Effective Third-Party Intervention1.Modify physical and social structure of dispute
2. Modify issue structure
3. Increase disputants’ motivation to reach agreement (move out of stalemate) - 13Definition of Modify physical & social structure of disputeModify physical and social structure of dispute
communication: amount and perspective-taking
site openness: (e.g., Carter and Camp David: first 13 days no public access)
site neutrality
time limits
additional resources to generate pressure: mediator’s own time, “mad dogs of media”, compensating for concessions - 14Definition of modify issue structureissue identification: positions vs. interests; separate people from problem
issue packaging and sequencing: multiple offer strategy
new issues and alternatives: fractionating, allow face-saving - 15Definition of increase disputants' motivation to reach agreementloss of face
trust (point out areas of overlapping interests)
irrationality
momentum (engineer series of small agreements; create sense of movement)
autonomy (allow disputants to “own the process” and the outcome) - 16Personality and Negotiation EffectivenessConflict Management Style
Self Efficacy
Self-Monitoring
Locus of Control
The “Big-Five” Personality Factors
Positive and Negative Affect
Emotional Intelligence - 17Conflict Management Style
- 18Definition of self-efficacyA judgment about one’s ability to perform effectively (or succeed at a particular task)
- 19People with high self-efficacy: Obtain higher outcomes in most situations (including negotiations) True FalseTrue
- 20Why do people with high self-efficacy: Obtain higher outcomes in most situations (including negotiations)1. More likely set higher goals before the negotiation
2. More likely to engage in cooperative, problem-solving behaviors - 21Definition of Locus of ControlThe extent to which people perceive that they have control over events that occur:
- 22Those who attribute the cause of events to external reasons (e.g., luck)have a high external locus of control
- 23Those who attribute the cause of events to internal reasons (e.g., ability)have a high internal locus of control
- 24In a distributive negotiation, “internals” have a tendency to set higher resistance points than“externals.”
- 25In a distributive negotiation, Internals have higher negotiationopening offers, targets, and achieve better outcomes
- 26Definition of high Self-MonitoringHigh SM: some people are very sensitive to cues that indicate socially appropriate behavior in a given situation
Creating an appropriate impression is more important than being true to who they actually are… - 27Definition of low self monitoringLow SM: more guided by their internal beliefs and values
Prefer to be seen as they truly are instead of putting on a false face, even if that would result in profit… - 28In Integrative Negotiations: High SM plan for impressions they want to make; are more likely to use logrolling techniques; and consider more possible strategies to use True Falsetrue
- 29In integrative negotiations High SM achieve higher percentages of their goals True FalseTrue
- 30The “Big 5” Personality CharacteristicsExtraverted – degree sociable, assertive, talkative
Agreeableness – degree flexible, cooperative, trusting
Conscientious – degree responsible, organized
Emotional Stability – degree secure, confident, not anxious
Openness to Experience – degree imaginative, curious - 31Research Results Win-Lose Situations-Extraverted and Agreeable individuals are more likely to be swayed by their opponent’s opening offer in a win-lose situation
-High Self-Efficacy helps compensate for this…
-No effect for general intelligence - 32Research Results Win-Win SituationsNo effect for extraverted or agreeableness…but big impact for general intelligence
- 33Positive Moods in Negotiations Positive Affect (high energy, alive, alert)In negotiations:
Good mood facilitates cooperation and integrative agreements
Good mood creates “contagion effect”
Good mood promotes persistence - 34Negative Moods in Negotiations Negative Affect (anger, fear, anxiety) In negotiations:People may think you are arrogant and “difficult” personality
People who have reputations of being “tough” and “demanding” are treated tougher…
Negative moods may lead to escalated conflict - 35Components of Emotional Intelligence-Self-awareness - Being aware of and in touch with your own feelings and emotions
- Managing emotions - Being able to manage various emotions and moods by denying or suppressing them
-Self-motivation - Being able to remain positive and optimistic
- Empathy for others - Being able to read others’ emotions accurately and putting yourself in their place
-Interpersonal skills - Having the skills to build and maintain positive relationships with others - 36Women behave more cooperatively in negotiation than men True falsetrue
- 37Men tend to negotiate better outcomes than women true falsetrue
- 38Differences, while statistically significant, are small true falsetrue
- 39Women and men approach negotiations in two fundamentally different ways true falsetrue
- 40Men… Want to resolve the matter at hand Don’t concentrate on the other party’s feelings or perceptions true falsetrue
- 41Women are more likely to find value from the relationship itself true falsetrue
- 42Problem solving through dialogue Women “seek to engage the other...” Men use dialogue to convince the other true falsetrue
- 43Male and Female Negotiators: Recent Empirical Findings Are treated differently in negotiation Women, in general, are treated worse… Women who use same tactic as men are seen as worse…..perhaps a stereotype problem?true
- 44The Gender Gap Women are 2.5 times more likely than men to feel a “great deal of apprehension” about negotiating $1,000,000 true falsetrue
- 45Recent study showed that women were willing to pay $1,400 more for a car to avoid negotiating the price true falsetrue
- 46Recent study showed that failing to negotiate salary (just one time) can cost a woman $500,000 over the course of her career and possibly more than $1,000,000 true falsetrue
- 47Male and Female Negotiators: Recent Empirical Findings What to do?Commit to negotiating
Practice negotiating (it gets easier the more you do it)
Collaborate with other side (i.e., appreciate other side, connect your interests to organization or other side, etc.) – makes you more likeable
Get to “no” – If you never hear “no”, when you negotiate, you haven’t asked enough… - 48Culture is the unique character of a social group true falsetrue
- 49Values and norms shared by members, psychological elements, as well as social structural elements what are some examplesEconomic
Social
Political
Religious - 50When negotiators share the same culture, this information is all in the background true falsetrue
- 51When negotiators are from different cultures, each may rely on different assumptions about social interaction, economic interests, legal requirements, and political realities true falsetrue
- 52How Do Cultural Differences Influence Negotiations?Differing definitions of negotiation
Differing selection of negotiator criteria
Differing degrees of protocol
Communication
Differing views about time
Differing risk propensities
Differing emphasis of groups versus individuals
Nature of agreements
NOTE: Not all members of a culture behave like the cultural prototype (& cultural profiles overlap) - 53What are the three widely studied features of culture seem to be related to variability in negotiation strategy across culturesIndividualism vs. Collectivism
Egalitarianism vs. Hierarchy
Low- vs. High-context norm for communication - 54Definition of individualism vs collectivismthe extent to which the society emphasizes the needs of individuals above the needs of the collective.
- 55In individualist cultures: Social and economic institutions rewardindividual accomplishments
Norms encourage AUTONOMY / INDEPENDENCE
Legal institutions protect individual rights - 56In collectivist cultures: Norms promote interdependence (social obligations) Social and economic institutions rewardclasses of people rather than individuals
Legal institutions support collective interests above individual rights - 57Implications for Negotiations 3 things Individualism vs. Collectivism-Collectivist more cooperative than individualist
-Individualists show a greater tendency for the endowment effect than collectivist
-Individualists are more likely to focus on the cause of a person’s behavior as being a result of disposition rather than the situation - 58Egalitarianism vs. Hierarchy Hierarchical cultures - emphasize differentiated social status Egalitarian cultures - do not true falsetrue
- 59In hierarchical cultures, social status implies social power. Social inferiors are expected to defer to social superiors (who in return for power and privilege have an obligation to look out for the well being of low-status people). true falsetrue
- 60Low- vs. High-context Communication Definition-Degree to which information is communicated explicitly versus implicit contextual cues
- 61People in low-context cultures prefer to communicate directly.Meaning is on the surface of the message
Information is explicit and relatively context-free
In negotiations, like to share information and ask many questions (and expect to get answers) - 62People in high-context cultures prefer to communicate indirectly.Meaning is embedded in the context of the message and must be inferred to be understood.
Make use of multiple proposals to implicitly indicate their preferences, avoid confrontation (e.g., difficult to say “no”, use silence to indicate displeasure, etc.)
Relationships often come first (and provide context for making deals) - 63Advice for Cross-Cultural NegotiatorsAnticipate differences in strategy and tactics that may cause misunderstandings
Recognize that the other party may not share your view of what constitutes power
Recognize that the other party may find YOUR behavior silly or offensive.
Be patient
Avoid attribution errors (behavior may be culturally influenced)
Avoid ethnocentrism
Recognize that some things that might appear to be “no-brainers” (e.g., pay for performance) are actually cultural values
Find out how to show respect in the other culture - 64—
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- Flashcards on Social Context and Individual Differences in Negotiations, created by Roxann Daniello on 29/07/2018.
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