Welcome to

Class
Week 5 – Individual Differences:
Know Yourself and Your
Counterpart
Agenda
• Check in
• Debrief Mini-Negotiation #4
• Chapter 5
• Questions
• Check Out
 You

• How was week 4?

Check In Me

Burning questions?
 Debriefing the Case
What were the interests of Mayor Egan?

What were the interests of Captain Bing?

Were interests discussed openly during the negotiation?

 Debriefing the Case

What were potential areas of common interest?

Where you able to build on these during the

negotiation?
 Debriefing the Case

What log rolling potential existed?

What were points of negotiation tension?

 • Negotiation differences in male and
Learning females
Objectives • Ways to overcome gender and
stereotype disadvantages
• Examine specific personality traits that
influence negotiation behaviours and
processes
• Explain how differences in various
abilities affect negotiators
Gender
Differences in
Negotiation
Do you think there are differences in how
males and females negotiate?
Gender Differences in Negotiation

• Men and women conceive of negotiations differently

• Relationship versus task orientation
• Competition versus collaboration
• Is the situation perceived as a negotiation opportunity?
• Outcome expectations
• Men and women communicate differently
• Men and women are treated differently
Gender Differences in Negotiation

• Similar tactics have different effects when used by men versus

women
• Exchange tactics
• Men and women receive different outcomes during salary
negotiations
• Same tactic may have opposite effects on salary negotiation
outcomes.
• Aggressive tactics
• Male and female candidates were less likely to be hired when
they bargained aggressively.
• Females were far less likely than men to be hired when
aggressive.
Check In
Where have you seen men and women
behave the same and be treated
differently in business?
Gender Differences in Negotiation

• Gender stereotypes affect negotiator performance

• Stereotypes undermine the performance of female
negotiators
• What stereotypes are present?
• How can the negative effect of stereotypes about gender
differences can be overcome?
Overcoming the Disadvantage of Gender
Differences

• Motivational interventions
• Activating a stereotype may motivate a person to act in a
manner consistent with that stereotype
• Individuals will act to overcome stereotypes when they are
motivated to make a positive impression on the other
party
• Cognitive interventions
• Focus on things that negotiators have in common that
transcend gender, such as common goals or identities
• Reframing the nature of the negotiation task itself
Approaches
to Studying • Conflict style
Personality • Social value orientation
in • Interpersonal trust
Negotiation • Self-efficacy
• Self-monitoring
• Machiavellianism
• Face threat sensitivity
• “Big Five” personality traits
 Two levels of concern underlie the
five conflict management styles
Degree of cooperativeness
Degree of assertiveness a
the party shows toward
party shows for his or her
working for the other’s
own outcomes
outcomes

Conflict
Style
Two personality dimensions
represent these levels of concern

Degree of assertiveness Degree of cooperativeness

 A competing style: high on assertiveness
and low on cooperativeness

An accommodating style: low on

assertiveness and high on cooperativeness
Conflict An avoiding style: low on both

Style assertiveness and cooperativeness

A collaborating style: high on both

assertiveness and cooperativeness

A compromising style: moderate on both

assertiveness and cooperativeness
Check In
What is your conflict style?
Has it been effective?
Social Value Orientation

• 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
Interpersonal Trust

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
Check In
Are you a high truster or low truster?
Self-Efficacy

Plays an important role in

A judgment about one’s ability
complex interpersonal behavior,
to behave effectively
including negotiation

One’s perceived level of

Higher levels of self-efficacy lead competence at negotiation may
to higher outcomes and setting increase the likelihood that
higher goals collaborative problem solving
will occur
 The extent to which people are
responsive to the social cues that
come from the social environment.

Self-
High self-monitors:
Monitoring Attentive to external,
interpersonal information
Inclined to treat this
information as cues to how
one should behave

Low self-monitors:
Less attentive to external Guided more in their
information that may cue behavioral choices by inner,
behavior personal feelings
Machiavellianism

More likely to Less willing to More likely to More inclined to

Tend to be cynical
behave un- change their tolerate behavior advocate the use
about others’
altruistically and convictions under that violates of deception
motives
unsympathetically social pressure social norms interpersonally
Machiavellianism

• Four conceptual elements theorized

• Distrust
• Amoral manipulation
• Desire for control
• Desire for status
Face Threat Sensitivity

• 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
The “Big Five” Personality Traits

• Extraversion – sociable, assertive, talkative

• Agreeableness – flexible, cooperative, trusting
• Conscientiousness – responsible, organized, achievement
oriented
• Emotional stability – secure, confident, not anxious
• Openness – imaginative, broad-minded, curious
The “Big Five” Personality Traits

• Negotiators higher in extraversion and agreeableness were more

likely to do 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
Check In
Who has done the Big 5 Quiz before?
MBTI?
 Synonymous with the general notion of
intelligence, cognitive ability has been
Adaptability
shown Information
to influence: to change,
Decision particularly
Reasoning processing Learning
making in novel or
capacity
complex
situations

Cognitive
Ability

Linked with success within integrative

negotiation settings
Perspective
• The negotiators “cognitive capacity to
consider the world from another
individual’s viewpoint,” which enables the
Taking negotiator to anticipate the other’s
behaviour Negotiators with higher

Ability perspective-taking ability

• Negotiate contracts of higher value
• Leads to higher joint outcomes
 Incremental theorists
believe that negotiation is a
malleable skill and can be
improved

Implicit
Negotiation Entity theorists believe that
negotiation skills are fixed

Beliefs
Results from various studies
found that incremental
theorists outperformed
entity theorists by a wide
margin
 Consider more outcome options for
the issues being discussed

Spend more time looking for areas of

common ground

Behaviours Think more about the long-term

of consequences of different issues

Successful Prepare goals around ranges rather

than fixed points
Negotiators
Do not form plans into strict,
sequential order

Carefully consider limits

 Make fewer immediate counterproposals

Are less likely to describe offers in glowingly

positive terms

Behaviours Avoid defend-attack cycles

of
Successful Ask more questions, especially to test
understanding
Negotiators
Summarize compactly the progress made in the
negotiation

Do not dilute arguments by including weak

reasons when trying to persuade the other party
Summary and Key Points
01 02
Gender, personality and Don’t feel bound by the
ability all play a role in tendencies discovered in
determining negotiator research
behaviour • There is plenty of evidence to show
that people can compensate for their
own individual differences by being
aware of them
03
Constituencies and
organizations make important
decisions about who will
negotiate on their behalf; in
these circumstances,
individual differences can
play a role in negotiator
selection
 Reflection #2 –
Due week 6
Individual
Upcoming graded
Deliverables negotiation
• Pre plan – due week
6
• Report (3 parts) –
due week 7
 WHAT QUESTIONS

Check out DO YOU HAVE?

WHAT DO YOU
NEED FROM ME?