Basics of Negotiation
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The Effect of Emotional Intelligence on Negotiation Behaviour
The Effect of Emotional Intelligence on Negotiation Behaviour Author: Lara Reppert University of Twente P.O. Box 217, 7500AE Enschede The Netherlands ABSTRACT, Emotional intelligence (EI) and negotiation behaviour are both a growing body of research. Nevertheless, the effect of emotional intelligence on negotiation behaviour by purchasers received little attention in past literature. Hence, there is less known about the relationship between both topics combined. The positive influence of emotional intelligence on leadership effectiveness, job performance and workplace outcomes is proven. Also, negotiations are taking up an important role in conducting B2B transactions due to being an essential element of organisational buying firms. Therefore, the question arises if there is a connection between emotional intelligence and negotiation behaviour. The purpose of this study is to tackle the gap of both fields combined and to explore whether there is a relationship. Thus, qualitative data in the form of semi-structured interviews of 19 purchasers was collected where ten were chosen for the analysis based on their emotional intelligence score through the Gert- s. It has been found that participants with a lower EI use ‘compromise’ and participants with a higher EI use ‘soft competition’ negotiation behaviour. Although it is only a slight difference between low and high EI individuals, emotional intelligence has been found to have an impact on the negotiation behaviour used by organisational buyers. Nevertheless, further research is required in order to be able to generalise findings for a practical implication due to limited previous studies. Graduation Committee members: First Supervisor: Dr. Aldis G. Sigurdardottir Second Supervisor: Vincent F. -
Anger in Negotiations: a Review of Causes, Effects, and Unanswered Questions David A
Negotiation and Conflict Management Research Anger in Negotiations: A Review of Causes, Effects, and Unanswered Questions David A. Hunsaker Department of Management, University of Utah, Salt Lake City, UT, U.S.A. Keywords Abstract anger, negotiation, emotion, attribution. This article reviews the literature on the emotion of anger in the negotia- tion context. I discuss the known antecedents of anger in negotiation, as Correspondence well as its positive and negative inter- and intrapersonal effects. I pay par- David Hunsaker, David Eccles ticular attention to the apparent disagreements within the literature con- School of Business, Spencer Fox cerning the benefits and drawbacks of using anger to gain advantage in Eccles Business Building, negotiations and employ Attribution Theory as a unifying mechanism to University of Utah, 1655 East Campus Center Drive, Salt Lake help explain these diverse findings. I call attention to the weaknesses evi- City, UT 84112, U.S.A.; e-mail: dent in current research questions and methodologies and end with sug- david.hunsaker@eccles. gestions for future research in this important area. utah.edu. What role does anger play in the negotiation context? Can this emotion be harnessed and manipulated to increase negotiating power and improve negotiation outcomes, or does it have inevitable downsides? The purpose of this article is to review the work of scholars that have focused on the emotion of anger within the negotiation context. I begin by offering some background on the field of research to be reviewed. I then explain why Attri- bution Theory is particularly helpful in making sense of diverse findings in the field. -
Trust Affecting on Negotiation Styles
International Journal of Humanities and Social Science Vol. 4 No. 1; January 2014 Trust Affecting on Negotiation Styles Yu-Te, Tu Assistant professor, Department of Business Administration Chungyu Institute of Technology 40, Yi 7th Rd. Keelung Taiwan, 201 Abstract International buyers and sellers have to build a strong relationship based on numerous factors including trust and reliability. Many researchers had linked between negotiation strategy and trust. In general, trust varies by culture but it is not clear whether or not trust varies by culture in particular situations, such as negotiations. A quantitative, exploratory and explanatory study was conducted to assess the relationships between trust and negotiation styles. AMOS software was used to test both the measurement and the structural models that related to the research hypotheses. The result shown trust is a significant factor affecting negotiation styles, and the group of low trust prefers different negotiation styles from the group of high trust. Future study could use a different design to examine other factors posited by the theories, such as ethics, gender, work experience and education, to explore other antecedents on negotiation, and should be conducted in other participants or different regions. Key Words: Trust, Negotiation styles, SEM 1. Introduction International buyers and sellers have to build a strong relationship based on numerous factors including trust and reliability (Tu, 2007). As the number of face-to-face negotiations dramatically increases, business negotiation strategies, styles, and agreements are becoming more important (Kumar, Markeset, & Kumar, 2004). The negotiation process between the buyer and the seller is a very important matter (Neslin & Greenhalgh, 1983), and achieving success in negotiation is one of the most challenging communicative tasks in business (Gilsdorf, 1997). -
Salary Negotiation Notes
Salary Negotiation Notes By Holly A. Schroth Haas School of Business University of California, Berkeley Salary Negotiation Lecture Why don’t people negotiate salary? The three most common reasons that people don’t prior to negotiating, showing you what to expect in negotiate salary are the following: your negotiation and how to answer tough questions. Put too low of a price on skills How to prepare Many people do not negotiate because they don’t know how much they are worth or undervalue their Determine your BATNA skills. By doing some homework and preparing, you Your BATNA is your “best alternative to a will know your value so you will feel confident negotiated agreement”. This is what happens if you negotiating for what you are worth. don’t make a deal; your alternatives. The more alternatives you have, the more leverage you have in Afraid of appearing greedy your present negotiation and the more confident you Most companies expect you to negotiate so they are to push toward your aspiration point (goal) in the leave some room in the agreement to make the offer negotiation. This is your greatest source of power in more attractive. You will not appear greedy by a negotiation. asking for compensation equivalent to your skill set. By gathering information prior to negotiation, you Develop your BATNA will know how much you are worth and what the You should always try to build your BATNA prior to company typically can and will negotiate. negotiating. This may mean soliciting more than one job offer. Your BATNA increases your confidence Afraid of losing an offer in your negotiation and this will directly affect how It is extremely rare that a company will rescind an well you do. -
The Negotiation Process
GW Law Faculty Publications & Other Works Faculty Scholarship 2003 The Negotiation Process Charles B. Craver George Washington University Law School, [email protected] Follow this and additional works at: https://scholarship.law.gwu.edu/faculty_publications Part of the Law Commons Recommended Citation Charles B. Craver, The Negotiation Process, 27 Am. J. Trial Advoc. 271 (2003). This Article is brought to you for free and open access by the Faculty Scholarship at Scholarly Commons. It has been accepted for inclusion in GW Law Faculty Publications & Other Works by an authorized administrator of Scholarly Commons. For more information, please contact [email protected]. THE NEGOTIATION PROCESS1 By Charles B. Craver2 I. INTRODUCTION Lawyers negotiate constantly. They negotiate on the telephone, in person, through the mail, and through fax and e-mail transmissions, They even negotiate when they do not realize they are negotiating. They negotiate with their own partners, associates, legal assistants, and secretaries; they negotiate with prospective clients and with current clients. They then negotiate on behalf of clients with outside parties as they try to resolve conflicts or structure business arrangements of various kinds. Most attorneys have not formally studied the negotiation process. Few have taken law school courses pertaining to this critical lawyering skill, and most have not read the leading books and articles discussing this topic. Although they regularly employ their bargaining skills, few actually understand the nuances of the bargaining process. When they prepare for bargaining encounters, they devote hours to the factual, legal, economic, and, where relevant, political issues. Most lawyers devote no more than ten to fifteen minutes on their actual negotiation strategy. -
Reasons to Buy: Contaminated Products & Recall Insurance
Casualty Reasons to Buy: Contaminated Products & Recall Insurance Almost any company involved in the food and beverage industry supply chain may be exposed to an accidental contamination and or recall exposure. Also, there is the possibility that a company’s particular brand may be the target of a malicious threat or extortion, either internally or from a third party. The potential financial impact of a product recall, as well as the lasting impact on brand reputation can be of serious concern to a company and its shareholders. AIG Contaminated Products & Recall Insurance not only protects against loss of gross profits and rehabilitation costs following either accidental or malicious contamination, but also provides the crisis management planning and loss prevention services of leading international crisis management specialists in food safety, brand & reputation impacts and extortion. Cover Cover is triggered by the recall of a product caused by: Accidental Contamination Any accidental or unintentional contamination, impairment or mislabeling which occurs during Cover Includes: or as a result of its production, preparation, manufacturing, packaging or distribution; provided • Recall costs that the use or consumption of such product has resulted in or would result in a manifestation of bodily injury, sickness, disease or death of any person within 120 days after consumption or use. • Business interruption (lost gross profit) Malicious Tampering • Rehabilitation costs Any actual, alleged or threatened, intentional, malicious and wrongful alteration or • Consultancy costs contamination of the Insured’s product so as to render it unfit or dangerous for use or consumption or to create such impression to the public, whether caused by employees or not. -
Dispute System Design and Bias in Dispute Resolution Lisa Blomgren Amsler Indiana University School of Public and Environmental Affairs, [email protected]
CORE Metadata, citation and similar papers at core.ac.uk Provided by Southern Methodist University SMU Law Review Volume 70 Article 7 Issue 4 ADR Symposium Part 2 of 2 2017 Dispute System Design and Bias in Dispute Resolution Lisa Blomgren Amsler Indiana University School of Public and Environmental Affairs, [email protected] Alexander B. Avtgis [email protected] Michael Scott aJ ckman Indiana University, [email protected] Follow this and additional works at: https://scholar.smu.edu/smulr Part of the Dispute Resolution and Arbitration Commons Recommended Citation Lisa Blomgren Amsler, et al., Dispute System Design and Bias in Dispute Resolution, 70 SMU L. Rev. 913 (2017) https://scholar.smu.edu/smulr/vol70/iss4/7 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in SMU Law Review by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. DISPUTE SYSTEM DESIGN AND BIAS IN DISPUTE RESOLUTION Lisa Blomgren Amsler, Alexander B. Avtgis, and M. Scott Jackman* ABSTRACT This article examines the role of mediator race and gender in perceptions of procedural justice as measure of accountability and representative bu- reaucracy in a national mediation program for complaints of employment discrimination at a large federal organization, the United States Postal Ser- vice. Mediation represents a forum of accountability in which employees may hold an employer accountable for violating federal law prohibiting forms of employment discrimination, in this case, race discrimination, sex discrimination, and sexual harassment. Representative bureaucracy theory suggests passive or symbolic representation when the demographics of public officials should mirror those of the public they serve. -
Negotiations and Resolving Conflicts: an Overview Prepared By
Negotiations and Resolving Conflicts: An Overview prepared by Professor E. Wertheim http://www.cba.neu.edu/~ewertheim/ College of Business Administration Northeastern University In a successful negotiation, everyone wins. The objective should be agreement, not victory. Every desire that demands satisfaction and every need to be met-is at least potentially an occasion for negotiation; whenever people exchange ideas with the intention of changing relationships, whenever they confer for agreement, they are negotiating. Table of Contents Introduction Major Causes of Conflict The Five Modes of Conflict Resolution The Rational vs. the Emotional Aspects of Negotiation Two Kinds of Bargaining: Distributive (win-lose) or Integrative (win-win) Basic Principles of Integrative or Win-Win Bargaining: Planning for the Negotiation Paying Attention to the Flow of Negotiation: Negotiation is a sequence of events, not an incident The "Intangibles" of Negotiation Some "Tricks" Skilled Negotiators Use How Can I Change what seems to be a "win-lose" to a "win-win" situation What if I want to "win" and don't care about the other person's interests? Is it ethical to lie or bluff in negotiation? Summary Appendices Some Types of Negotiators Three Modes of Conflict Resolution: Soft, Hard, and Principles Dealing with Difficult People Principles of Third Person Negotiation ...from Negotiate to Win Krunchlist: mild to inflammatory and responding to krunches A one page evaluation for critiquing your Negotiation Introduction (Suggestion: This guide will be easier to follow if you think about a specific negotiation or conflict situation you have recently been involved in.) In the course of a week, we are all involved in numerous situations that need to be dealt with through negotiation; this occurs at work, at home, and at recreation. -
Lab Activity and Assignment #2
Lab Activity and Assignment #2 1 Introduction You just got an internship at Netfliz, a streaming video company. Great! Your first assignment is to create an application that helps the users to get facts about their streaming videos. The company works with TV Series and also Movies. Your app shall display simple dialog boxes and help the user to make the choice of what to see. An example of such navigation is shown below: Path #1: Customer wants to see facts about a movie: >> >> Path #2: Customer wants to see facts about a TV Series: >> >> >> >> Your app shall read the facts about a Movie or a TV Show from text files (in some other course you will learn how to retrieve this information from a database). They are provided at the end of this document. As part of your lab, you should be creating all the classes up to Section 3 (inclusive). As part of your lab you should be creating the main Netfliz App and making sure that your code does as shown in the figures above. The Assignment is due on March 8th. By doing this activity, you should be practicing the concept and application of the following Java OOP concepts Class Fields Class Methods Getter methods Setter methods encapsulation Lists String class Split methods Reading text Files Scanner class toString method Override superclass methods Scanner Class JOptionPane Super-class sub-class Inheritance polymorphism Class Object Class Private methods Public methods FOR loops WHILE Loops Aggregation Constructors Extending Super StringBuilder Variables IF statements User Input And much more.. -
The Emotion Deception Model: a Review of Deception in Negotiation and the Role of Emotion in Deception Joseph P
Negotiation and Conflict Management Research The Emotion Deception Model: A Review of Deception in Negotiation and the Role of Emotion in Deception Joseph P. Gaspar1 and Maurice E. Schweitzer2 1 Rutgers Business School, Rutgers University, Newark and New Brunswick, NJ, U.S.A. 2 Wharton School, University of Pennsylvania, Philadelphia, PA, U.S.A. Keywords Abstract deception, emotion, ethics, negotiation, trust. Deception is pervasive in negotiations. Negotiations are characterized by information asymmetries, and negotiators often have both opportunities Correspondence and incentives to mislead their counterparts. Effective negotiators need to Joseph P. Gaspar, Department contend with the risk of being deceived, effectively respond when they of Management and Global identify deception, and manage the temptation to use deception them- Business, Rutgers Business selves. In our review of deception research, we integrate emotion School, Rutgers University, 1 Washington Park, Newark, NJ research. Emotions are both an antecedent and a consequence of decep- 07102, U.S.A.; e-mail: tion, and we introduce the emotion deception model (EDM) to represent [email protected]. these relationships. Our model broadens our understanding of deception in negotiations and accounts for the important role of emotions in the deception decision process. On November 16, 1963, Steven Slotkin was born in New York’s Beth-El Hospital. As a result of medical negligence, Steve’s brain was damaged prior to delivery. He was diagnosed with cerebral palsy and was paralyzed, requiring constant care for the duration of his life. The Slotkins filed a malpractice lawsuit (Slotkin v. Beth-El Hospital, 1971) against the hospital and negotiated a settlement. -
Emotion in Conflict and Negotiation: Introducing the Emotions As Social Information (EASI) Model Van Kleef, G.A
UvA-DARE (Digital Academic Repository) Emotion in conflict and negotiation: introducing the emotions as social information (EASI) model van Kleef, G.A. Publication date 2008 Document Version Accepted author manuscript Published in Research companion to emotion in organizations Link to publication Citation for published version (APA): van Kleef, G. A. (2008). Emotion in conflict and negotiation: introducing the emotions as social information (EASI) model. In N. M. Ashkanasy, & C. L. Cooper (Eds.), Research companion to emotion in organizations (pp. 392-404). (New horizons in management). Edward Elgar. General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. UvA-DARE is a service provided by the library of the University of Amsterdam (https://dare.uva.nl) Download date:27 Sep 2021 Emotion in Conflict and Negotiation 1 Running head: EMOTION IN CONFLICT AND NEGOTIATION Emotion in Conflict and Negotiation: Introducing the Emotions as Social Information (EASI) Model Gerben A. -
The Pros and Cons of Online Dispute Resolution: an Assessment of Cyber-Mediation Websites
THE PROS AND CONS OF ONLINE DISPUTE RESOLUTION: AN ASSESSMENT OF CYBER-MEDIATION WEBSITES Due to increasing use of the Internet worldwide, the number of disputes arising from Internet commerce is on the rise. Numerous websites have been established to help resolve these Internet disputes, as well as to facilitate the resolution of disputes that occur offline. This iBrief examines and evaluates these websites. It argues that cyber-mediation is in its early stages of development and that it will likely become an increasingly effective mechanism for resolving disputes as technology advances. Introduction Online dispute resolution (“ODR”) can take place either entirely or partly online and concerns two types of disputes: those that arise in cyberspace and those that arise offline.1 As Internet usage continues to expand,2 it has become increasingly necessary to design efficient mechanisms for resolving Internet disputes because traditional mechanisms, such as litigation, can be time-consuming, expensive and raise jurisdictional problems.3 Offline disputes, on the other hand, can be addressed with traditional dispute resolution mechanisms supplemented with 1 For a general discussion of the types of disputes that ODR encompasses, see Richard Birke, Louise Ellen Teitz, American Law in a Time of Global Interdependence: National Reports to the XVITH International Congress of Comparative Law: Section II U.S. Mediation in 2001: The Path that Brought America to Uniform Laws and Mediation in Cyberspace, 50 AM. J. COMP. L. 181, at 206-07 (2002); Louse Ellen Teitz Providing Legal Services for the Middle Class in Cyberspace: The Promise and Challenge of On-line Dispute Resolution, 70 FORDHAM L.