Chapter 15: Individual personality Part 2 Flashcards
What are the eight approaches to studying personality in negotiation
- Conflict management style
- Social value orientation
- Interpersonal trust
- Self-efficacy and locus of control
- Self-monitoring
- Machiavellianism
- Face threat sensitivity
- The “Big Five” personality factors
What are the five major conflict management styles (Recap from lecture 1)
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
What are two concerns that underlie five conflict management style
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
What are the preferences regarding outcomes people prefer in social setting where interdependence is required
Orientations:
Pro-self/egotistic: primarily concerned with personal outcomes
cooperative: preference for outcomes that benefit both self and other
How do individuals differ in levels of interpersonal trust
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
What is self efficacy? How does it affect negotiations
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
What is locus of control. How does it affect your negotiation
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
What is self monitoring. How does it affect your negotiation
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
What is machiavellianism. for those who score high in this aspect, what does it mean to be high in this aspect
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,
- Tend to be more cynical about others’ motives
- More likely to behave unaltruistically and unsympathetically
- Less willing to change convictions under social pressure
- Advocate use of deception interpersonally
What is face threat sensitivity
refers to the value people place on their public image/reputation
some people susceptible to reacting in a negative way to threats to face
What are the big five personality factors
- Extraversion – sociable, assertive, talkative
- Agreeableness – flexible, cooperative, trusting
- Conscientiousness – responsible, organized, achievement oriented
- Emotional stability – secure, confident, not anxious
- Openness – imaginative, broad-minded, curious
What are some of the results of the big five factors on negotiatiors in distributive vs integrative negotiations
- 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
What are the three kinds of abilities and negotiation behaviour. How do they help negotiators
- Cognitive ability
- cognitive ability shown to influence reasoning, decision making, information processing capability - Emotional intelligence
- good in perceiving and expressing emotion accurately
- comprehending and analyzing emotion
- regulating one emontions and those of others - 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
What are behaviours of superior negotiators during prenegotiation planning**
- 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
What are behaviours of superior negotiators during face to face bargaining**
- 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
