STUDY GUIDE NEGOTIATION Ch 14 15 17 18 20 Ch 14 Gender in Negotiations Sex refers to Biological categories of male and Female Gender Aspect of role identity that differentiates men and women given the culture or society Factors that affect how woman and men approach negotiation Relational view of others Women place grater emphasis on interaction the interpersonal aspects of negotiation Men driven by the task specific goal Embedded view of agency Women see negotiation as a behavior that occurs in relationships with no division of when it really begins and ends always negotiating Men tend to set lines of negotiating from other behaviors and tend to signal the beginning and end of negotiations Beliefs about ability and worth Women more likely to see their worth determined by what the employer will pay Men expect to earn more than women over the course of their career Control through empowerment Women More likely to seek empowerment Men use power to achieve their own goals or force the other party to surrender Problem solving through dialogue Women seek to engage with one another Men try to convince the other party of their position trying to win points during the discussion Perceptions and stereotypes Negative stereotypes about female bargainers shape expectations and behaviors men have an advantage as dominant cultural stereotype Empirical findings on gender Women are more relationship oriented as men are TASK oriented Men are more competitive and women are more collaborative Men and Women communicate differently and are treated differently Similar tactics used by men and women may have different outcomes Aggressiveness male and female aggressive tactics led to less hires but aggrieve females were 3 5 times less likely to get the job over an aggressive man 3 ways to overcome the disadvantages 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 Situational interventions Alter the social roles that women assume in a negotiation to reduce the extent to which women feel constrained to conform to gender role Ch 15 Personality and Abilities Early research 4 explanations for contradictory and inconclusive research The effects of individual differences are subtle and elusive Wrong kind of task was investigated Wrong individual differences were investigated Research methods were flawed or inconsistent 8 approaches to studying personality in negotiation 1 conflict management style two levels of concern for the 5 conflict management styles 1 Degree of assertiveness a party shows for his her own outcomes 2 Degree of cooperativeness the party shows toward working for the others outcome 1 competing style high on assertiveness low on cooperation 2 accommodating style low on assertiveness high on cooperation 3 avoiding style low on both cooperation and assertiveness 4 Collaborating high on both cooperation and assertiveness 5 Compromising Moderate on both cooperation and assertiveness PERSONALITY DIMENSIONS Degree of assertiveness and cooperation 2 social value orientation preferences in the kinds of outcomes people prefer in social settings 1 Pro self egoistic primarily concerned with personal outcomes 2 Pro social cooperative preference for outcomes that benefit everyone interpersonal trust Two Dimensions 3 Determined by prior experiences dealing with others High Trusters believe others are trustworthy and to trust themselves Low Trusters feel others cannot be trusted feel less pressure to trust others 4 self efficacy and locus of control Judgment of one s ability to behave effectively Higher levels of self efficacy lead to higher outcomes and high self goals Perceiving a higher level of competence may lead to better negotiating LOCUS OF CONTROL extent people believe they have control over events High External Locus attributes cause of events to external reasons LUCK High Internal Locus Attributes cause to internal reasons ABILITY 5 Self monitoring High self monitors attentive to external interpersonal information treat that information as how they should behave Low Self monitors guided more in their behavioral choices by inner feelings 6 Machiavellianism people with high Machiavellianism Have a tendency to be more deceiving and more manipulative more likely to behave unaltrustically and unsympathetically more inclined to advocate the use of deception 7 Face threat sensitivity value people place on their public image or rep threats to one s image will make negotiators more competitive 8 The big five personality factors 1 Extraversion sociable assertive talkative in distributive bargaining these people did worse 2 Agreeableness flexibility cooperative trusting 3 Conscientiousness responsible organized achievement oriented 4 Emotional stability secure confident not anxious 5 Openness imaginative broad minded curious Abilities n Negotiation 3 kinds 1 Cognitive Ability synonymous with general notion of intelligence been shown to influence Reasoning decision making learning 2 Emotional Intelligence encompasses a set of discrete but related abilities 3 Perspective taking ability capacity to understand the other side of Perceiving analyzing and expressing emotions accurately argument and appear better able to increase concessions of other party Behaviors of superior negotiators Pre negotiations consider more outcome options look for common ground prepare goals around ranges During negotiations make fewer counter proposals avoid defend attack cycles ask more questions summarize the progress made Post negotiation reserve time to review what has been learned and to assess CH 17 Managing Negotiation Impasses Impasse condition of conflict in which there is no apparent quick resolution Not necessarily bad or destructive doesn t have to be permanent can be tactical or genuine Tactical deliberately refuse to proceed as a way to gain leverage Genuine parties feel unable to move forward without sacrificing something Impasse can be created by an intransigent person unwilling to change their views Negotiator looking to extract concessions from other party Tractable easier to resolve Intractable more difficult to resolve Intractable conflicts vary along 4 dimensions Divisiveness Intensity Pervasiveness Complexity CHARACTERISTICS OF THE ISSUES Value Differences differences in ideology lifestyle and of what is considered sacred or