Exam 2 Flashcards
Internal Locus of Control
individuals see themselves as responsible for outcome of their own actions
External Locus of Control
view fate/luck rather than personal effort as the cause of their successes or failures; outside their control
Internal Locus of Control in Negotiations
4 things, be aware of?
- greater levels of planning
- tend to do better
- more innovative
- more cooperative
- Beware of: overconfidence/too competent
External Locus of Control in Negotiations (4 things, tips?)
- plans less
- tend to do worse
- stick to established practices like SOPs(not likely to problem solve)
- concede more bc they feel like they control less
- 2 things/tips: break out of comfort zone/ remember that it inherently gives control to other person when belief is that you don’t have any
Rational
MB
Meyers-Briggs (NT)
- abstract
- utilitarian
Artisans
MB
Meyers-Briggs (SP)
; most distributive
-concrete
-utilitarian
Idealists
MB
Meyers-Briggs (NF)
; most integrative
-abstract
-cooperativeness
Guardians
MB
Meyers-Briggs (SJ)
; more likely to accommodate
-concrete
-cooperativeness
Integrative Bargaining
approach to negotiation where focus is on the interests of each party as opposed to distribution of fixed resource
-Feminine (building relationships)
Distributive Bargaining
approach to negotiation where focus is on distribution of outcomes
-Masculine (competition)
Hostile Sexism
- makes females more competitive (I’m just as capable)
- women shouldn’t
- not a women’s place
Benevolent/Beneficial Sexism
- females are more accommodating and therefore less competitive
- men: paternalistic/need to help/shield
- women need to be protected and not have to do things that are uncomfortable
Passive Communication
- indirect, avoid conflict, easily persuaded/bullied, overly concerned with pleasing others
- tend to hide ideas/feelings=>fear being seen as pushy/difficult/insubordinate
- apologize & use disclaimers; hesitate or straddle fence when asked directly what their opinion is
- avoid confrontation at all costs
- seldom results in getting what you want in workplace
- culture plays a role
Aggressive Communication
- exerting control over others, humiliating others, dominating, being pushy, always need to be right, use absolute terms, blame others
- want to be in control, insecure/afraid, don’t value opinions of others, have unresolved anger
- often give commands
- utilize win-lose communication (yelling/insults/dominate)
- only use in extreme situations
Assertive Communication
- fair, direct, honest, tact, sensitivity
- speaks up for your rights and takes into account rights/feelings of others
- keep contact lines open and show respect for others while affirming their beliefs and preferences
- most effective style to use in majority of situations
- problem solve/collaborate
Process Differences in familiar negotiations
- usually mirrors formality of relationship (normally informal/lack written agreements)
- reciprocity is often present
- tone; non confrontational (fewer hardball, more integrative, often shorter)
Personal relationship impact on negotiation outcomes
- avoid conflicts (fewer impasse, suboptimal outcomes for one party)
- buyer benefits (discount)
- can be heated (negative reciprocity)
- norms (equality vs. equity, one tends to dominate)
Characteristics of Fair Process
- role clarification (writing helps)
- communication and voice (process interests)
- commitment to fairness
- ability for change (process in place)
10 Ways Culture Influences Negotiation
- nature of agreement
- definition of negotiation
- negotiating attitude
- selection of negotiators
- personal style
- communication style
- time sensitivity
- view of time
- risk propensity
- emotionalism
Advice for negotiating with non-native speakers
- keep language simple
- avoid idioms/humor/sarcasm
- speak reasonably slow
- confirm understanding
Plan for becoming more culturally competent
- clarify what you want & why
- determine your BATNA
- gather data on your needs and other parties’ needs
- collaborate to discover mutual benefits
- research organization’s culture, practices, and business
- learn verbal & nonverbal communication differences
- learn time sensitivity of different cultures
- learn customs, laws, and protocols
Adapting Abroad
- Observe
- Listen
- Ask questions
Team Negotiation
group negotiating together
- union vs. management
between: bi or multi
Multi-party Negotiation
more than 2 people or groups negotiating
Challenges involved in Multi-party negotiations
- increased competition for and usage of airtime
- preparation challenges
- procedural chaos
- development of trust
- formation of alliances and coalitions
- impact of cultural differences
- potential for dysfunctional group dynamics
Increased competition for usage and airtime
- when more people are involved there is a greater quantity and variety of perspectives
- takes much longer to reach agreements with so many people involved
Preparation Challenges
- spend more time gathering info needed to better understand goals and interests of each party and then need to integrate info. into mutually beneficial solution
- process of give and take becomes more complicated (potential tradeoffs among primary and secondary interests become less straightforward)
- difficult to assign roles and responsibilities for preparation (social loafing; import to clarify roles & responsibilities)
Procedural Chaos
- need for formal/informal rules of engagement
- procedural rules become less clear (who speaks and when; how are decisions made-majority or consensus; can agreements be reconsidered)
Development of Trust
- gets more difficult to build trust=> harder to be vulnerable with others (admit when wrong & show weakness)
- people are less trustworthy in groups
- lack negatively impacts negotiations and people’s willingness to openly discuss goals/interests
- leads to great emphasis on claiming value rather than creating value
Formation of Alliances and Coalitions
- natural tendency for formation when multiple parties are present
- can sometimes be helpful in moving negotiations forward
- by nature can form in effort to stall/destroy negotiations that threaten to undermine goals
- if strong and has power and opposes and disrupts then it might be time to end negotiations
Impact of Cultural Differences
- variety/differences can lead to different thought process and procedures
- collectivist vs. individualist
- collectivist more likely to reach more integrative solutions and higher joint outcomes
Potential for Dysfunctional Group Dynamics
- different behavioral patterns that occur when individuals are working collectively to complete task/achieve goal (as numbers increase=>likelihood they will affect negotiation)
- simultaneous conversations/over talking
- silence/withdrawal
- side conversations
- groupthink
- dominating/blocking