McGraw -Hill/Irw in Copy right © 2010 by The McGraw -Hill Companies, Inc A ll rights CHAPTER FIFTEEN Individual Differences II: Personality and Abilities Eight Approaches to Studying Personality in Negotiation (Summary) 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 15-3 Conflict Management Style p 421-3 • Two levels of concern underlie the five conflict management styles – – Degree of assertiveness a party shows for his or her own outcomes 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 15-4 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 15-5 Conflict Management Style cont’d • 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 Conflict Management Style p 422 15-7 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 15-8 Pro-Socials • 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 15-10 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 15-11 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 15-12 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 • Low self-monitors: – Less attentive to external information that may cue behavior, – Guided more in their behavioral choices by inner, personal feelings 15-13 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 15-14 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 15-15 The "Big Five" Personality Factors p 429 • Extraversion – sociable, assertive, talkative • Agreeableness – flexible, cooperative, trusting • Conscientiousness – responsible, organized, achievement oriented • Emotional stability – secure, confident, not anxious • Openness – imaginative, broad-minded, curious 15-16 The "Big Five" Personality Factors p 429 • Negotiators higher in extraversion and agreeableness were more likely to 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 15-17 Abilities in Negotiation (Summary) p 431 Three kinds of abilities and negotiation behavior: • Cognitive ability • Emotional intelligence • Perspective-taking ability 15-18 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 15-19 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 15-20 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 15-21 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 15-23 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 15-24 Behaviors of Superior Negotiators During postnegotiation review: • Reserve time to review what is learned from the negotiation 15-25 [...]... otherwise benefit from cooperative behavior 15- 15 The "Big Five" Personality Factors p 429 • Extraversion – sociable, assertive, talkative • Agreeableness – flexible, cooperative, trusting • Conscientiousness – responsible, organized, achievement oriented • Emotional stability – secure, confident, not anxious • Openness – imaginative, broad-minded, curious 15- 16 The "Big Five" Personality Factors p... personal feelings 15- 13 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 15- 14 Face Threat... performance • These elements of personality did not affect how well negotiators did in complex integrative bargaining 15- 17 Abilities in Negotiation (Summary) p 431 Three kinds of abilities and negotiation behavior: • Cognitive ability • Emotional intelligence • Perspective-taking ability 15- 18 Cognitive Ability p 431 Synonymous with the general notion of intelligence, cognitive ability has been shown... complex situations 15- 19 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 15- 20 Perspective-Taking... 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 15- 21 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... compactly the progress made in the negotiation • Do not dilute arguments by including weak reasons when trying to persuade the other party 15- 24 Behaviors of Superior Negotiators During postnegotiation review: • Reserve time to review what is learned from the negotiation 15- 25 ... 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 15- 11 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.,... 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 15- 23 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... 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 15- 12 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 – ... a negotiator competitive in a situation that might otherwise benefit from cooperative behavior 15- 15 The "Big Five" Personality Factors p 429 • Extraversion – sociable, assertive, talkative •... bargaining 15- 17 Abilities in Negotiation (Summary) p 431 Three kinds of abilities and negotiation behavior: • Cognitive ability • Emotional intelligence • Perspective-taking ability 15- 18 Cognitive... able to increase the concessions that the other party is willing to make 15- 21 Power Corrupts Perspective Taking? Box 15. 3 – p 435 Behaviors of Superior Negotiators During prenegotiation planning: