The following items are tagged Emotions.
By Todd Schenk
Can an Understanding of Neuroscience Help Inform Teaching Negotiation?
Cognition and emotion are important elements of negotiation, from the emergence of disputes through the implementation of agreements. The growing body of research in the cognitive sciences may be able to help us improve negotiation instruction. Thus, the fall 2012 Negotiation Pedagogy Faculty Dinner Seminar
How important is body language to how you are perceived?
How about when you are debating national policy in front of millions of television viewers?
Before launching a workaround, run through this list of skills-based strategies adopted from Getting Past No: Negotiating Your Way from Confrontation to Cooperation by William Ury (Bantam, 1993). Only attempt a workaround if you’ve tried them all without success:
What can you do when a difficult person is the main obstacle to a promising deal? There are a number of strategies you can use to bring the deal back from the brink of failure. In a series of posts, the Program on Negotiation will offer ten suggestions.
Imagine that you and a colleague get in an argument about the layout of a final report in front of a coworker you both like. Now suppose the same argument occurs in front of someone your colleague likes but you do not or vice versa – in front of an ally who is your colleague’s foe.
Your boss, turning to you and a coworker near the end of your team’s weekly meeting, says, “So, which one of you wants to present our proposal in San Francisco next week?”
Like in the title character in Woody Allen’s movie Zelig, some people can smoothly adopt the manner and attitudes of those around them. Due to the lengths such chameleons go to alter their behavior, contemporary psychologists have dubbed them “high self-monitors.”
What are social psychologists learning about the connections among emotions, negotiation, and decision making? Negotiation contributor Jennifer S. Lerner of Harvard Kennedy School and her colleagues have identified two critical themes. First, they have studied the carryover of emotion from one episode, such as a car accident, to an unrelated situation, such as a workplace negotiation.
Second, these researchers are studying the influence of specific emotions such as happiness, sadness, and anger on decision-making.
Why do some people get under our skin? Something they do or say pushes our hot buttons. Annoyance doesn’t foster productive negotiation, of course, but it’s not our fault that they’re getting on our nerves. Or is it?
Psychologists caution that when we have strong visceral reactions to other people, we should examine our own feelings and attitudes, not just theirs. If we’re honest with ourselves, we may recognize in other people’s behavior the dark side of our own nature.
Barbara Gray, professor of management and organization at Pennsylvania State University, calls this internal demon our nemesis. It’s always lurking inside us, ready to pounce.
The hardest step in negotiation is often the first. Costly lawsuits can drag on it everyone is afraid to be the first to blink. Prospective buyers and sellers can waste endless hours dancing around a possible deal. And in collective bargaining, labor and management teams sometimes paint themselves into corners by refusing to negotiate “matters of principle.”
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