Agenda, day 6: Negotiating Styles  Motivational Styles  Emotional Styles  Interests vs. Rights vs. Power Framing  Reminder about reflection paper 1: submit via PDF on Camino  No class this Wednesday

Exhibit 5-3: Motivational Styles Objective View of others Situational factors that trigger this MO IndividualisticCompetitiveCooperative Motivational Style Self-interested Group competition When organizations make interpersonal comparisons salient Victory Joint welfare Competitive Heterogeneous: Some cooperators, some competitive; some individualistic Incentives to maximize own gain Social identity; superordinate goals

Strategic Issues with Motivational Style  Anticipate motivational clashes at the bargaining table  Do not lose sight of your own interests  Use reinforcement to shape behavior  The power of reciprocity  The myth of the hard bargainer

Advice for Overly Competitive Negotiators  Look for opportunities to expand the pie.  Ask more questions than you think you should.  Rely on standards of fairness and objectivity. (Put yourself in your counterpart’s shoes!)  Hire a relationship manager.  Be scrupulously reliable.  Do not haggle when you can negotiate. (Keep your eye on the big picture.)  Always acknowledge the other party and protect that person’s self-esteem.

Advice for Overly Cooperative Negotiators  Avoid concentrating on your BATNA. Make your aspiration crisp and vivid in your mind.  Improve your BATNA.  Consider delegating the negotiation to an agent.  Imagine that you are negotiating on behalf of someone else.  Create an audience (state your goals, then report on results).  Practice saying “you will have to do better than that, because…”  Insist on concrete commitments with consequences.

Exhibit 5-12: Emotional Style Questionnaire Read each statement. Circle it if you think it is true for you in a negotiation situation. If you think it is false for you in a negotiation situation, Leave it blank. 1.In a negotiation situation, it is best to “keep a cool head.” 2.I believe that in negotiations you can “catch more flies with honey.” 3.It is important to me that I maintain control in a negotiation situation. 4.Establishing a positive sense of rapport with the other party is key to effective negotiation. 5. I am good at displaying emotions in negotiation to get what I want. 6. Emotions are the downfall of effective negotiation. 7. I definitely believe that the “squeaky wheel gets the grease” in many negotiation situations. 8.If you are nice in negotiations, you can get more than if you are cold or neutral. 9.In negotiation, you have to “fight fire with fire.” 10. I honestly think better when I am in a good mood. 11. I would never want to let the other party know how I really felt in a negotiation. 12. I believe that in negotiations, you can “catch more flies with a fly swatter.”

Exhibit 5-12: Emotional Style Questionnaire Read each statement. Circle it if you think it is true for you in a negotiation situation. If you think it is false for you in a negotiation situation, Leave it blank. 13. I have used emotion to manipulate others in negotiations. 14. I believe that good moods are definitely contagious. 15. It is very important to make a very positive first impression when negotiating. 16. The downfall of many negotiators is that they lose personal control in a negotiation. 17. It is best to keep a “poker face” in negotiation situations. 18. It is very important to get the other person to respect you when negotiating. 19. I definitely want to leave the negotiation with the other party feeling good. 20. If the other party gets emotional, you can use it to your advantage in a negotiation. 21. I believe that it is important to “get on the same wavelength” as the other party. 22. It is important to demonstrate “resolve” in a negotiation. 23. If I sensed that I was not under control, I would call a temporary halt to the negotiation. 24. I would not hesitate to make a threat in a negotiation situation if I felt the other party would believe it.

Exhibit 5-11: Emotional Style Questionnaire  Computing your “R” score: Look at items #1, #3, #6, #11, #16, #17, #20, #23. Give yourself 1 point for every “true” answer (circled) and subtract 1 point for every “false” answer (not circled). Then combine your scores for your R score (rational).  Computing your “P” score: Look at items #2, #4, #8, #10, #14, #15, #19, #21. Give yourself 1 point for every “true” answer (circled) and subtract 1 point for every “false” answer (not circled). Then combine your scores for your P score (positive).  Computing your “N” score: Look at items #5, #7, #9, #12, #13, #18, #22, #24. Give yourself 1 point for every “true” answer (circled) and subtract 1 point for every “false” answer (not circled). Then combine your scores for your N score (negative).

Exhibit 5-11: Emotional Styles Focus Distributive strategies (pie slicing) Integrative strategies (pie expansion) Rational (aka Poker Face) PositiveNegative Emotional Style Conceal or repress emotion Create positive emotion in other party Create rapport Use irrational-appearing emotions to intimidate or control other party Implications for future negotiations and relationship Citing norms of fair distribution Systematic analysis of interests Not likely to say or do anything regrettable, but also may come across as “distant” Compromise for the sake of the relationship Positive emotion stimulates creative thinking Greater feelings of commitment to relationship partner Threats Often tough bargaining Negative emotion may inhibit integrative bargaining Pressure to carry out threats or lose credibility

Exhibit 5-10: Distinct Emotions Source: Posner, J. Russell, J. A., & Peterson, B. S. (2005). The circumplex model of affect: Anintegrative approach to affective neuroscience, cognitive development, and psychopathology. Development and Psychopathology,17, 715–734.

Exhibit 5-6: Interests, Rights, and Power Framing InterestsRightsPower GoalSelf-interestFairnessWinning Dispute resolutionJusticeRespect Understanding others’ concerns Temporal focus Present (What needs and interests do we have right now?) Past (What has been dictated by the past?) Future (What steps can I take in the future to overpower others?) Distributive strategies (pie slicing) Compromise Often produces a “winner” and a “loser;” thus, unequal distribution Integrative strategies (pie expansion) Most likely to expand the pie via addressing parties’ underlying needs Difficult to expand the pie unless focus is on interests Implications for future negotiations and relationship Greater understanding Satisfaction Stability of agreement Possible court action Resentment Possible retaliation Revenge

Know when and how to use rights Know when and how to use power

Strategic Issues Concerning Approaches  When choosing an approach, consider  Satisfaction with outcomes  Quality of working relationships  Potential recurrence of conflict  Cost of resolution

Ways to refocus on interests Instructor’s Manual with Overheads to accompany © 2008 by Prentice Hall, Inc. The Mind and Heart of the Negotiator 4/e (Thompson) A Pearson Education Company Upper Saddle River, N.J  Resist the urge to strike back.  Create opportunities for informal discussions.  Keep a disciplined focus on the issues.  Avoid reacting to abuses of power. (Starve the beast.)  Try a process intervention:  Share priorities. Model information sharing.  Take turns listening without interruption.  Require that both parties paraphrase before arguing.  Label the process as rights or power based.  Build in loop-backs to interest-based negotiation.