Establishing Trust and Building a Relationship CHAPTER 6 Establishing Trust and Building a Relationship

Types of Trust in Relationships CHAPTER 6 Types of Trust in Relationships Deterrence-based trust Knowledge-based trust Identification-based trust Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Exhibit 6-1: Resources That May be Exchanged in a Relationship CHAPTER 6 Exhibit 6-1: Resources That May be Exchanged in a Relationship Source: Adapted from Foa, U., & Foa, E. (1975). Resource theory of social exchange. Morristown, NJ: General Learning Press. Services Material Goods Finances, Money Data, Information Rank, Status Affection, Love General Abstract Person-specific Concrete Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Exhibit 6-2: Subjective Value Inventory CHAPTER 6 Exhibit 6-2: Subjective Value Inventory Think about your most recent negotiation. Rate your response to each of the following questions on a scale of 1 to 7, with 1 = not at all; 4 = moderately; and 7 = perfectly true or characteristic. 1. How satisfied are you with your own outcome—i.e., the extent to which the terms of your agreement (or lack of agreement) benefit you? 2. How satisfied are you with the balance between your own outcomes and the outcome(s) of your counterpart(s)? 3. Did you feel like you forfeited or “lost” in this negotiation? 4. Do you think the terms of your agreement are consistent with the principles of legitimacy of objective criteria (e.g., common standards of fairness, precedent, industry practice, legality, etc.)? 5. Did you “lose face” (i.e., damage your sense of pride) in the negotiation? 6. Did this negotiation make you feel more or less competent as a negotiator? 7. Did you behave according to your own principles and values? 8. Did this negotiation positively or negatively impact your self-image or your impression of yourself? 9. Did you feel your counterpart(s) listened to your concerns? 10. Would you characterize the negotiation process as fair? 11. How satisfied are you with the ease (or difficulty) of reaching an agreement? 12. Did your counterpart(s) consider your wishes, opinions, or needs? 13. What kind of “overall” impression did your counterpart(s) make on you? 14. How satisfied are you with your relationship with your counterpart(s) as a result of this negotiation? 15. Did the negotiation make you trust your counterpart(s)? 16. Did the negotiation build a good foundation for a future relationship with your counterpart(s)? Note about scoring: • Instrumental outcome (reverse score #3; average items 1–4) • Feelings about oneself (reverse score #5; average items 5–8) • Feelings about the process (average items 9–12) • Feelings about the relationship (average items 13–16) Source: Based on Curhan, J., Elfenbein, H., and Xu, H. (2006). What do people value when they negotiate? Mapping the domain of subjective value in negotiation. Journal of Personality and Social Psychology, 91 (3), 493–512. Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Building Trust: Rational and Deliberate Mechanisms CHAPTER 6 Building Trust: Rational and Deliberate Mechanisms Transform personal conflict into task conflict Agree on a common goal or shared vision Capitalize on network connections Find a shared problem or shared enemy Focus on the future Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Building Trust: Psychological Strategies CHAPTER 6 Building Trust: Psychological Strategies Similarity-attraction effect Mere exposure Physical presence Reciprocity Schmoozing Flattery Mimicry and mirroring Self-disclosure Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

What Leads to Mistrust? Breaches or defections Miscommunication CHAPTER 6 What Leads to Mistrust? Breaches or defections Miscommunication Dispositional attributions Focusing on the “bad apple” Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Process for Repairing Broken Trust CHAPTER 6 Process for Repairing Broken Trust Arrange a personal meeting Put the focus on the relationship Apologize Let them vent Do not get defensive Ask for clarifying information Test your understanding Formulate a plan Think about ways to prevent a future problem Do relationship check-up Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Reputation Protecting your reputation Impressions of others CHAPTER 6 Reputation Protecting your reputation Impressions of others Halo effect Forked-tail effect Repairing your reputation Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Relationships in Negotiation CHAPTER 6 Relationships in Negotiation Negotiating with friends Negotiating with businesspeople Embedded relationships Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Exhibit 6-7: (Relational Self-Construals) RSC Dynamics in Negotiation CHAPTER 6 Exhibit 6-7: (Relational Self-Construals) RSC Dynamics in Negotiation Source: Gelfand, M., Major, V., Raver, J., Nishi, L. and O’Brien, K. (2006). Negotiating relationally: The dynamics of the relational self in negotiations (Figure 2, p.440). Academy of Management Review, 31(2), 427-451. Instructor’s Manual with Overheads to accompany Copyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson)  Inc. publishing as Prentice Hall

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall CHAPTER 6 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2012 Pearson Education, Inc.  publishing as Prentice Hall