1. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.

2. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 2 Personality

3. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Personality Personality is the dynamic, developing system of an individual ’ s distinctive emotional, cognitive, and spiritual attributes.

4. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Know Yourself Negotiation is interaction. Negotiation is interaction. Tough to separate the people from the interaction. Tough to separate the people from the interaction. We must become aware of our behavior, preferences, and mannerisms. We must become aware of our behavior, preferences, and mannerisms. We must become aware of how we are perceived. We must become aware of how we are perceived.

5. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Key Facets of Personality Emotional stability describes your behavior under distress. Emotional stability describes your behavior under distress. Conscientiousness describes your organization and perseverance. Conscientiousness describes your organization and perseverance. Locus of control describes the degree to which you take blame or responsibility. Locus of control describes the degree to which you take blame or responsibility. Self-monitoring describes your adaptability. Self-monitoring describes your adaptability. Competitiveness describes the degree of your competitiveness with others. Competitiveness describes the degree of your competitiveness with others. Type A versus B describes your time urgency, intensity, and goal focus. Type A versus B describes your time urgency, intensity, and goal focus. Need for achievement, power, and/or affiliation are to be assessed relative to each other. Need for achievement, power, and/or affiliation are to be assessed relative to each other. Machiavellianism describes your willingness to place ends over means. Machiavellianism describes your willingness to place ends over means. Four Jungian personality preferences describe additional facets. Four Jungian personality preferences describe additional facets. Learning style is affected by personality. Learning style is affected by personality.

6. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Jungian Preferences Extroversion versus introversion Extroversion versus introversion Sensing versus intuiting Sensing versus intuiting Thinking versus feeling Thinking versus feeling Judging versus perceiving Judging versus perceiving

7. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Jungian Preferences Extroversion and Introversion describe your personal source of energy. Extroversion and Introversion describe your personal source of energy. Outgoingness does not necessarily equal extroversion. Outgoingness does not necessarily equal extroversion. Extroversion and Introversion are different from external actions. Extroversion and Introversion are different from external actions.

8. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Extroversion/Introversion Extroverts draw energy from external sources. Extroverts draw energy from external sources. Introverts draw energy from internal sources. Introverts draw energy from internal sources. Extroverts tend toward external views or perspectives. Extroverts tend toward external views or perspectives. Introverts tend toward internal views or perspectives. Introverts tend toward internal views or perspectives.

9. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Sensing/Intuiting This preference describes your dominant way of taking in information. Sensors prefer tangible, concrete, observable, and objective stimuli. Sensors prefer tangible, concrete, observable, and objective stimuli. Sensors prefer facts and details. Sensors prefer facts and details. Intuitors prefer intangible and conceptual stimuli and seek meaning and relationship of thoughts. Intuitors prefer intangible and conceptual stimuli and seek meaning and relationship of thoughts. Intuitors prefer theories and generality. Intuitors prefer theories and generality.

10. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Thinking/Feeling Two different ways of thinking—both are rational processes—cognitive processes. Thinkers prefer thinking in ways that are detached and critical. Thinkers prefer thinking in ways that are detached and critical. Feelers prefer thinking in ways that are involved and empathetic. Feelers prefer thinking in ways that are involved and empathetic. These cognitive processes are used in making decisions. These cognitive processes are used in making decisions.

11. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Judging/Perceiving This preference describes a person ’ s preferred way of organizing and interacting with the outside world. Judgers prefer planning, structure, and control. Judgers prefer planning, structure, and control. Perceivers prefer spontaneity, preserving options, and flexibility. Perceivers prefer spontaneity, preserving options, and flexibility.

12. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Learning Styles Accommodators learn by doing. Accommodators learn by doing. Divergers learn by seeking meaning. Divergers learn by seeking meaning. Convergers learn by conceptualizing and applying. Convergers learn by conceptualizing and applying. Assimilators learn by reflection and integration. Assimilators learn by reflection and integration.

13. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Right Versus Left The right side of the brain controls analogous reasoning, non-linguistic hearing, spatial perception, creativity, and emotions. The right side of the brain controls analogous reasoning, non-linguistic hearing, spatial perception, creativity, and emotions. The left side of the brain controls logic, language, math, and detail. The left side of the brain controls logic, language, math, and detail.

14. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette You Know CHARISMA When You See It!!

15. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Emotional Intelligence What you need to be an effective negotiator! What you need to be an effective negotiator! What you will learn in this course! What you will learn in this course!