2ng3 midterm

• Learning Objectives:

  • Identify differences in how males and females negotiate and how they are treated by others in negotiation
  • Summarize ways to overcome negotiation disadvantages resulting from gender differences and stereotypes
  • Examine specific personality traits influencing negotiation behaviors and processes
  • Explain how differences in various abilities affect negotiators
• Recent studies are shedding light on gender differences in negotiation and why they can be hard to find in broad comparisons of male and female negotiators
• Men and women conceive negotiations differently in terms of relationship versus task orientation, competition versus collaboration, perception of negotiation opportunities, and outcome expectations
• Men and women communicate differently and are treated differently in negotiations
• Exchange tactics and aggressive tactics have different effects when used by men versus women in negotiations
• Gender stereotypes can affect negotiator performance, but these effects can be overcome through motivational and cognitive interventions
• Social value orientation refers to preferences for outcomes in social settings, with pro-self or pro-social orientations
• Self-efficacy, the judgment of one's ability to behave effectively, plays a crucial role in negotiation outcomes and goal-setting
• Machiavellianism involves cynicism about others' motives and a tendency towards un-altruistic behavior and deception
• Face threat sensitivity relates to the value individuals place on their public image and reputation, influencing their negotiation behavior
• The "Big Five" personality traits include extraversion, agreeableness, conscientiousness, emotional stability, and openness, impacting negotiation outcomes
• Approaches to studying personality in negotiation include conflict style, social value orientation, interpersonal trust, self- efficacy, self- monitoring, Machiavellianism, face threat sensitivity, and the "Big Five" personality traits
• Conflict styles are categorized into competing, accommodating, avoiding, collaborating, and compromising styles based on assertiveness and cooperativeness levels
• Interpersonal trust varies among individuals, influencing their negotiation behaviors
• Self-monitoring reflects how responsive individuals are to social cues, affecting their behavioral choices
• Implicit negotiation beliefs, whether negotiation skills are malleable or fixed, impact negotiation performance
• Cognitive ability influences reasoning, decision-making, and adaptability in negotiation settings
• Perspective-taking ability enables negotiators to anticipate others' behavior, leading to higher joint outcomes
• Behaviors of successful negotiators during pre-negotiation planning and face-to-face bargaining contribute to negotiation success
• Gender, personality, and ability all play a role in negotiator behavior, but individuals can compensate for their differences by being aware of them
• Negotiation in business involves planning and strategy
• Goals are the focus that drives negotiation strategy
• Goals in negotiation have direct and indirect effects on strategy
• Direct effects of goals on strategy include:

  • Wants are not goals
  • Goals are often linked to the other party’s goals
  • Goals must be attainable
  • Effective goals must be concrete, specific, and measurable
• Goals in negotiation can also be intangible or procedural
• Indirect effects of goals on strategy include:

  • Forging an ongoing relationship
• In negotiation planning, defining the issues and assembling them to create a bargaining mix is crucial
• Interests in negotiation planning can be substantive, process-based, or relationship-based
• In negotiation planning, defining limits, alternatives, targets, and opening bids is essential
• Assessing constituents and the social context of the negotiation is part of the planning process
• In negotiation planning, analyzing the other party's resources, interests, needs, and likely strategy is important
• Defining the protocol for negotiation includes setting the agenda, location, length, and agreement tracking
• Strategy in negotiation is the overall plan to accomplish goals, while tactics are short-term moves to pursue strategies
• Approaches to strategy can be unilateral or bilateral
• The Dual Concerns Model categorizes negotiation strategies into avoidance, competition, collaboration, and accommodation
• The choice of negotiation strategy depends on the concern for achieving desired outcomes and the quality of the relationship with the other party
• Non-engagement strategy involves avoidance if needs can be met without negotiation
• Active-engagement strategies in negotiation include competition, collaboration, and accommodation
• Key points in negotiation planning involve understanding issues, interests, limits, alternatives, targets, and openings
• Understanding constituents, the other party, planning the negotiation process, and defining protocol are crucial in negotiation planning