Gender, Personality, and Conflict Resolution in Negotiation

Sex vs. Gender (Conceptualization) Sex refers to _________ (male/female). Gender refers to _______ markers of the sexes (roles/identity)

biological categories, cultural and psychological

Broad-brush Gender Differences
Statistically small differences in _____ , but men and women conceive of _______ , ________, and are treated _________

outcomes, negotiation, communicate, differently

The view that negotiation is embedded in broader social contexts; differences arise from how men/women view the link between negotiation and relationships/social roles .

Empirical Findings on Gender

Women may be at a disadvantage ; often penalized for self-promotion (Impression Management) ; stereotypes affect performance (masculine stereotypes increase competition, feminine increase integrative potential) .

Ways to Overcome Gender Differences

Motivational: Connect stereotypes to outcomes (disprove them). Cognitive: Adopt a "powerful mindset". Situational: Alter social roles to reduce constraints.

Personality (Concept)

Stable tendencies to think, feel, or behave in certain ways , also called dispositions.

5 Conflict Management Styles

1. Compete, 2. Accommodate, 3. Yield (Avoid), 4. Collaborate, 5. Compromise ; based on Assertiveness (self) and Cooperativeness (other) .

Self-Efficacy vs. Locus of Control

Self-Efficacy: Belief in one's ability to act effectively. Locus of Control: Perception of control over events (Internal = ability, External = luck) .

Self-Monitoring

Responsiveness to social cues. High monitors plan impressions/strategies; Low monitors are guided by internal feelings.

Big Five Personality Factors

Extraversion, Agreeableness, Conscientiousness, Emotional Stability, Openness .

Cognitive Ability

General mental capability involving reasoning, planning, and abstract thinking (intelligence).

Cognitive Ability vs. Emotional Intelligence

Cognitive ability predicts integrative success (value creation). EI is the ability to perceive/regulate emotion and creates positive negotiation experiences.

Perspective Taking Ability

Capacity to consider the world from another's viewpoint ; helps uncover shared interests and reduce anchoring.

Experience in Negotiations

Experience improves judgment accuracy; Incremental theorists (skill is learned) outperform Entity theorists (ability is fixed).

Impasse (Definition)

A condition where there is no apparent quick or easy resolution. Can be tactical (deliberate) , genuine (unable to move) , or partial.

4 Characteristics of Intractable Conflicts

1. Divisiveness (backed into a corner) , 2. Intensity (emotionality) , 3. Pervasiveness (invades private life) , 4. Complexity (number of issues).

Renegotiation Types (Environment leading to Impasse)

1. Postdeal (expiration) , 2. Intradeal (scheduled) , 3. Extradeal (violation/no clause; highest risk of impasse).

6 Fundamental Mistakes Leading to Impasse

1. Neglecting other's problem, 2. Too much focus on price, 3. Positions over interests, 4. Too much focus on common ground, 5. Neglecting BATNAs, 6. Adjusting perceptions incorrectly .

3 Levels to Resolve Impasses

1. Cognitive (change view of situation) , 2. Emotional (change feelings/trust) , 3. Behavioral (change future actions).

6 Strategies for Resolving Impasses

1. Agree on rules/procedures, 2. Reduce tension, 3. Improve communication, 4. Control issues (fractionate), 5. Establish common ground, 6. Enhance desirability of options .

Ways to Establish Common Ground

Superordinate goals , Common enemies , Common expectations , Manage time/deadlines , Reframe , Build trust.

Steps to Establish Rules and Procedures

Determine site, Set agenda, Determine attendance, Set time limits, Set procedural rules, Follow dos/don'ts, Critique process .

Responding to Hardball Tactics

1. Call them on it (identify/discuss), 2. Ignore them, 3. Offer to change methods (avoid responding in kind).

Responding to Irrationality

Understand why (Uninformed, Hidden constraints, Hidden interests). Avoid labeling. Use BATNA or Third party if needed.

Managing Difficult Conversations (Preparation)

Visualize the conversation , Practice with a neutral party , Assemble a team.

3 Elements of Managing Difficult Conversations

1. Clarity (precise language) , 2. Tone (neutral non-verbal) , 3. Temperate Phrasing (non-provocative language).

Responding to Anger

1. Understand why, 2. Give voice to their anger, 3. Sidestep the emotion, 4. Focus on underlying interests.

Ury's 5-Stage Breakthrough Approach

1. Don't React (Go to Balcony) , 2. Disarm Them (Step to Side) , 3. Change the Game (Reframe) , 4. Make it Easy to Say Yes (Golden Bridge) , 5. Make it Hard to Say No (Bring to Senses)