Q1.

Describe the role of self-monitoring in negotiation and dispute resolution

Self monitoring provides a powerful toolbox to master the challenges that negotiators face at the
bargaining table.

Self monitoring helps people to pursues and attain their goals.

We have 2 level of self-Monitors:

• High self-monitors will keep the person always occupied with what others think and motivated
to behave in ways that match others’ expectations.

Having this style lead to achieve negotiation successfully; where negotiator hide true feelings so
agreement lacks real commitment.

It allows the negotiator to have useful delay for final signing to allow chance to review and really
commit or renegotiate

• Low self-monitors – will keep the person uninterested in others’ opinions (act or speak without
concern for others’ approval or acceptance), person is transparent and consistent and he/she
can lose the ability to effectively trade off Low-priority issues for high-priority issues.

While being a high or low self-monitor isn’t necessarily good or bad, it is important to know our self-
monitoring tendencies and their advantages and disadvantages in organizational set- tings.

By being aware of our natural tendency to self-monitor, we can assess our own behaviors and attitudes,
acknowledge the elements we are satisfied with, and develop plans for addressing those aspects we
want to change.

Q2. Evaluate the extent to which you have an internal or external locus of control and how it impacts
you in negotiations and dispute resolution

Having internal locus of control will lead to have control over the outcome of events in my life; where I
can control my life and destiny.

Being responsible for every outcomes of my own action makes me a better person while handling the
fail as a lesson learned and the success as a good stage to appreciate.

I will probably attribute the positive result to the work I put in. In other words, my success was a direct
result of my hard work.