Chapter 2 Personality

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

and spiritual attributes. NJ 07458 . Inc. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. cognitive. developing system of an individual’s distinctive emotional. Upper Saddle River.Personality Personality is the dynamic. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A.

Know Yourself     Negotiation is interaction. Tough to separate the people from the interaction. preferences. Inc. We must become aware of how we are perceived. We must become aware of our behavior. Upper Saddle River. and mannerisms. PRENTICE HALL ©2007 Pearson Education. NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette .

power. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Conscientiousness describes your organization and perseverance. Upper Saddle River. NJ 07458 . Inc. Need for achievement.Key Facets of Personality           Emotional stability describes your behavior under distress. Machiavellianism describes your willingness to place ends over means. Locus of control describes the degree to which you take blame or responsibility. Competitiveness describes the degree of your competitiveness with others. and goal focus. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. intensity. and/or affiliation are to be assessed relative to each other. Self-monitoring describes your adaptability. Learning style is affected by personality. Type A versus B describes your time urgency. Four Jungian personality preferences describe additional facets.

Inc. Budjac Corvette PRENTICE HALL ©2007 Pearson Education.Jungian Preferences      Carl Jung 1968 Extroversion versus introversion Sensing versus intuiting Thinking versus feeling Judging versus perceiving CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Upper Saddle River. NJ 07458 .

Inc. NJ 07458 . Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Upper Saddle River. Outgoingness does not necessarily equal extroversion. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Extroversion and Introversion are different from external actions.Jungian Preferences    Extroversion and Introversion describe your personal source of energy.

Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Introverts tend toward internal views or perspectives. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A.Extroversion/Introversion     Extroverts draw energy from external sources. Inc. Extroverts tend toward external views or perspectives. NJ 07458 . Upper Saddle River. Introverts draw energy from internal sources.

Inc. Intuitors prefer theories and generality. concrete. Budjac Corvette . NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. and objective stimuli. observable.Sensing/Intuiting This preference describes your dominant way of taking in information. Sensors prefer facts and details. PRENTICE HALL ©2007 Pearson Education. Intuitors prefer intangible and conceptual stimuli and seek meaning and relationship of thoughts. Upper Saddle River. • • • • Sensors prefer tangible.

Thinking/Feeling Two different ways of thinking—both are rational processes—cognitive processes. Upper Saddle River. • • • Thinkers prefer thinking in ways that are detached and critical. NJ 07458 . CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. These cognitive processes are used in making decisions. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Feelers prefer thinking in ways that are involved and empathetic. Inc.

Upper Saddle River.Judging/Perceiving This preference describes a person’s preferred way of organizing and interacting with the outside world. and control. preserving options. • • Judgers prefer planning. Budjac Corvette . and flexibility. PRENTICE HALL ©2007 Pearson Education. Inc. NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. structure. Perceivers prefer spontaneity.

Convergers learn by conceptualizing and applying. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Inc. Assimilators learn by reflection and integration. NJ 07458 .Learning Styles     Accommodators learn by doing. Upper Saddle River. Divergers learn by seeking meaning. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A.

and emotions. Inc. NJ 07458 . Upper Saddle River. spatial perception. math. language. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A.Right Versus Left   The right side of the brain controls analogous reasoning. The left side of the brain controls logic. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. creativity. and detail. non-linguistic hearing.

Inc. Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Upper Saddle River. NJ 07458 .You Know CHARISMA When You See It!! CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A.

NJ 07458 . Budjac Corvette PRENTICE HALL ©2007 Pearson Education. Inc.Emotional Intelligence   What you need to be an effective negotiator! What you will learn in this course! CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Upper Saddle River.

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