Chapter 15: Individual personality Part 2

Question 1

What are the eight approaches to studying personality in negotiation

Answer 1

1. Conflict management style
2. Social value orientation
3. Interpersonal trust
4. Self-efficacy and locus of control
5. Self-monitoring
6. Machiavellianism
7. Face threat sensitivity
8. The “Big Five” personality factors

Question 2

What are the five major conflict management styles (Recap from lecture 1)

Answer 2

Competing style - high on assertiveness and low on cooperativeness

accommodating style - low on assertiveness high on cooperativeness

avoiding style - low on both assertiveness and cooperativeness

collaborating style - high on both assertiveness and cooperativeness

compromising style - moderate on assertiveness and cooperativeness

Question 3

What are two concerns that underlie five conflict management style

Answer 3

Degree of assertiveness a party shows for his or her own outcomes

Degree of cooperativeness the party shows toward working for the other’s outcomes

Question 4

What are the preferences regarding outcomes people prefer in social setting where interdependence is required

Answer 4

Orientations:
Pro-self/egotistic: primarily concerned with personal outcomes

cooperative: preference for outcomes that benefit both self and other

Question 5

How do individuals differ in levels of interpersonal trust

Answer 5

 Hightrusters: 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

Question 6

What is self efficacy? How does it affect negotiations

Answer 6

Self efficacy refers to one’s judgment about one’s ability to behave effectively.

Play an important role in interpersonal behaviour, including negotiation

higher levels of self efficacy lead to higher outcome and setting higher goals

perceived level of competence may increase likelihood that collaborative problem solving will occur

Question 7

What is locus of control. How does it affect your negotiation

Answer 7

Locus of control refers to the extent which people perceive they have control over events

High external locus of control: attribute cause of events to external reasons (luck)

high internal locus of control: attributes cause of event to internal reasons (ability)

in a distributive negotiation , sellers who use internal have higher RP than externals

Question 8

What is self monitoring. How does it affect your negotiation

Answer 8

Extent that people are responsive to social cues that come from social environment

High self monitor:
- attentive to external interpersonal information
- inclined to treat information as cues on how to behave

low self monitor
- less attentive to external info that cues behaviour
- behaviour choice guided by inner personal feelings

Question 9

What is machiavellianism. for those who score high in this aspect, what does it mean to be high in this aspect

Answer 9

Is a personality trait that denotes cunningness, the ability to be manipulative, and a drive to use whatever means necessary to gain power.

For those scoring high,

1. Tend to be more cynical about others’ motives
2. More likely to behave unaltruistically and unsympathetically
3. Less willing to change convictions under social pressure
4. Advocate use of deception interpersonally

Question 10

What is face threat sensitivity

Answer 10

refers to the value people place on their public image/reputation

some people susceptible to reacting in a negative way to threats to face

Question 11

What are the big five personality factors

Answer 11

• Extraversion – sociable, assertive, talkative
• Agreeableness – flexible, cooperative, trusting
• Conscientiousness – responsible, organized, achievement oriented
• Emotional stability – secure, confident, not anxious
• Openness – imaginative, broad-minded, curious

Question 12

What are some of the results of the big five factors on negotiatiors in distributive vs integrative negotiations

Answer 12

• Negotiators higher in extraversion and agreeableness were more likely to do worse in distributive bargaining

effects lessened when negotiators have high aspirations for own performance

personality does not affect how well negotiators did in complex integrative bargaining

Question 13

What are the three kinds of abilities and negotiation behaviour. How do they help negotiators

Answer 13

1. Cognitive ability
   - cognitive ability shown to influence reasoning, decision making, information processing capability
2. Emotional intelligence
   - good in perceiving and expressing emotion accurately
   - comprehending and analyzing emotion
   - regulating one emontions and those of others
3. Perspective taking ability
   - a negotiator’s capacity to understand other party POV and predict their strategies and tactics
   - negotiators with higher perspective taking ability were able to negotiate contracts of higher value
   - appear to increase concessions other party willing to take

Question 14

What are behaviours of superior negotiators during prenegotiation planning**

Answer 14

• Spend more time looking for areas of common ground
• Think more about the long-term consequences of different
  issues
• Prepare goals around ranges rather than fixed points * Do not form plans into strict, sequential order

Question 15

What are behaviours of superior negotiators during face to face bargaining**

Answer 15

• Make fewer immediate counterproposals
• Are less likely to describe offers in glowingly positive
  terms
• Ask more questions, especially to test understanding
• summarize progress made in negotiation
• do not dilute arguments by including weak reasons when trying to dissuade