24/12/2016 C6-Understanding Yourself and How that affects Negotiation 1

Lecturer: MBA | Trần Khánh

Email: [email protected]
Handphone: 0946512667
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CHAPTER 6

Understanding Yourself and How

That Affects Negotiation
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Chapter Objectives

1. Identify and assess personality attributes that

influence your approach to negotiation and
behavior during negotiations
2. Describe the role of locus of control and self-
monitoring in negotiation and dispute
resolution
3. Evaluate the extent to which you have an
internal or external locus of control and how it
impacts you in negotiations
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Chapter Objectives
4. Assess your tendencies toward self-monitoring
and the impact it has in your negotiations
5. Assess and effectively utilize knowledge of
your data-gathering and decision-making
preferences in preparing for and executing a
negotiation
6. Assess your degree of masculinity and
femininity and utilize this knowledge in
negotiation processes
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Chapter Objectives

7. Compare advantages and disadvantages of

the various communication styles as it relates
to negotiating and resolving conflicts
8. Evaluate your and others’ communication
style (passive, aggressive, or assertive) and
utilize this knowledge in planning and
executing a negotiation
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6.1 Self-awareness

• Many dimensions influence

your negotiation behaviors

• Knowledge of the effects of

these dimensions on your

communications is a great way
to prepare for negotiations Duval và Wicklund (1972)

• Self-awareness leads to better results in

negotiations
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• YOU HAVE A BETTER CONTROL IN YOUR

ENERGY – EMOTION – PERSONALITY AND

REACTION TO YOUR NEXT PERIOD OF LIFE.
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• WHAT DO YOU THINK ABOUT THE

IMPORTANCE OF GAINING HIGH SELF

AWARENESS LEVEL IN NEGOTIATION ?
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6.2 Personality Attributes

• The study of personality traits

• Enduring Characteristics that describe an

individual’s attitude, cognitive processes and

behaviors.
• We are better prepared to read the other party and

our own approach when we understand basic

tendencies
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6.2 Personality Attributes

• The FOUR main personality dimensions to

understand are:
- Locus of control
- Self-monitoring
- Data-gathering
- Decision-making
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6.2.1 Locus of Control

• In the 1950s Rotter coined locus of control to
describe the effect one’s beliefs have on the
cause of or control over situations and events
• Individuals possess either External or Internal
locus
• External – see themselves as victims of fate or
luck, environmental causes and situational factors
which cause them success or failure
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6.2.1 Locus of Control

• Externals tend to make lower demands and

conceded more frequently than internals

• Internals – believe they have control over their

actions – both positive and negative – and their

destiny
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Quan điểm 1. Outlook 1

– Tôi thường cảm thấy mình ít kiểm soát
được cuộc sống và những gì xảy đến với
mình. I often feel that I have little control over
my life and what happens to me.
– Con người ta hiếm khi nào có được cái
họ xứng đáng nhận. People rarely get what
they deserve.
– Thiết lập mục tiêu hay lên kế hoạch
cũng chẳng có nghĩa lý gì mấy vì có quá
nhiều thứ có thể xảy ra ngoài tầm kiểm
soát của mình. It isn’t worth setting goals or
making plans because too many things can
happen that are outside of my control.
– Cuộc sống là hên xui. Life is a game of
chance.
– Mỗi một cá nhân chẳng có mấy tác
động gì lên những sự kiện diễn ra khắp
thế giới này. Individuals have little influence
over the events of the world.
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Nếu bạn làm việc chăm chỉ và tự gắn

bản thân vào một mục tiêu, bạn có thể
đạt được bất kỳ điều gì. If you work hard
and commit yourself to a goal, you can achieve
anything.
– Không có cái gọi là định mệnh hay số
phận. There is no such thing as fate or destiny.
– Nếu học hành chăm chỉ và chuẩn bị kỹ
lưỡng thì bạn sẽ làm bài thi tốt. If you
study hard and are well-prepared, you can do
well on exams.
– May mắn ít có can hệ với thành công;
Chủ yếu là nỗ lực và cống hiến hết
mình. Luck has little to do with success; it’s
mostly a matter of dedication and effort.
– Về lâu dài, con người ta có xu hướng
đạt được cái mà họ xứng đáng trong
cuộc sống. In the long run, people tend to get
what they deserve in life.
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6.2.2 Locus of Control in Negotiations

• Neither internal or

external isn’t
necessarily good
or bad but does
affect expectations
and approach to
negotiations
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6.2.3 Self-Monitoring

•The tendency to adjust our behavior relative to

the changing demands of social situations

• People vary in the extent their self-monitor
•High self-monitors – •Low self-monitors –

- Pre-occupied with - Seem uninterested in

what others think others’ opinions

- Motivated to behave - Act or speak without

in ways that match concern for others’ approval

others’ expectations or acceptance
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6.2.4 Self-Monitoring Negotiation

High self-monitors :
•More likely to engage in pre-negotiation planning

(more likely to achieve negotiation success)

• May hide true feelings so agreement lacks real

commitment
• Useful to delay final signing to allow high self-

monitors chance to review and really commit or

renegotiate
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6.2.4 Self-Monitoring Negotiation

Low self-monitors:
• Advantage is behavioral transparency &

consistency
• Can lose the ability to effectively trade off low-

priority issues for high-priority issues

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6.2.5 Temperament Sorter

•David Keirsey added to the work of Isabel Myers

to create this instrument, dividing people into:
• Artisans - unconventional, bold, competitive,
and open to negotiation
• Guardians - traditional, stable, conventional,
and cooperative with others
• Rationals - independent and work tirelessly
• Idealists - enthusiastic, harmonious, trusting,
and helpful
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6.2.5.1 Data-gathering or Thinking

Preferences
•We can fit differing thinking preferences on a
continuum with these two classifications at either
end:
• Abstract - a person who talks more about ideas,
theories, beliefs, and philosophies, asks: if, why,
what if, what might be (Idealists & Rationalists)
• Concrete - a person who talks more about
everyday reality such as facts and figures, asks:
who, what, when, where, how (Guardians &
Artisans)
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6.2.5.2 Decision-making or Doing

Preferences

•Preferences in this dimension are on a

continuum of Utilitarians and Cooperatives.

• Utilitarians - focused on logic and structure –

ignore feelings and neglect relationship

dynamics
- May be seen as competitive in negotiations
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6.2.5.2 Decision-making or Doing

Preferences

•Preferences in this dimension are on a

continuum of Utilitarians and Cooperatives.

•Cooperatives - focus on relationships, harmony

and values
- May be more concerned with “doing the right

thing” and giving in to keep the peace

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6.3 Gender and Negotiation

•Men and women are nearly equally represented

in the total U.S. labor force

•Masculine and Feminine describe traits and ways

of behaving observed in both genders rather than

associated with each gender
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6.3 Gender and Negotiation

•Knowledge of the traits can prove helpful in

negotiations:
• Masculine ways of communicating are more

effective in distributive negotiations

• Feminine ways of communicating work better in

integrative conversations
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Traits associated with Gender

Stereotypes
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6.4.1 Communication Style - Passive

Patterns

• Passive pattern individuals:

• More likely to be indirect

• Avoid conflict

• Be easily persuaded/bullied
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6.4.1 Communication Style - Passive

Patterns

• Be overly concerned with pleasing others

• Hide real feelings

• Tend to apologize frequently and use

disclaimers
• Can be useful in some limited circumstances

where it isn’t worth taking a stand (not

recommended in the workplace)
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6.4.2 Communication Style –

Aggressive Patterns

Aggressive pattern individuals:

• Exert control over others/want to be in control

• Humiliate and dominate

• Are pushy

• Need to be right
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6.4.2 Communication Style –

Aggressive Patterns

Aggressive pattern individuals:

• Use absolute terms

• Blame others

• Aggressive communications might be

appropriate in crisis or extreme situation

(otherwise aggression builds resentment and can
result in sabotage)
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6.4.3 Communication Style:

Assertive Patterns

Assertive pattern individuals:

• Communications are based on fairness, honesty,

tact, and respect

• Are sensitive and desirous to keep the lines of

communication open
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6.4.3 Communication Style:

Assertive Patterns

Assertive pattern individuals:

•Consider the thoughts and feelings of all parties

to a conversation
•An assertive communication style is appropriate

for most situations