Negotiation Subprocesses I - Emotion Barriers and Emotional Intelligence

Power and Negotiation Agenda • Sharc • Separate People from Problems • Chem-E • Emotional Intelligence • The Coleman Account •Next Class • Best Self Paper Prisoner’s Dilemma •Payoff B cooperate defect cooperate 1, 1 0, 15 defect 15, 0 10, 10 A Social Dilemmas Two properties Each individual in the group receives a higher payoff for defecting than for cooperating, regardless of other’s choices. The individual payoff resulting from universal defection are lower than for universal cooperation. SHARC Future Harvest Payoffs Future Harvests are worth .3 to Large Comm. .4 to Small Comm. .5 to Rec. Comp. .6 to Rec. Tours SHARC Asymmetric Payoffs •Incentive structure varies from one party to another •Uncertainty about what is fair allows for different interpretations of fairness •Judgments of fairness are biased in an egocentric, self-serving manner •Self-serving/partisan perceptions relate to over-harvesting Tacit negotiation Essentials 1. Pre-negotiation • Recognize potential for negotiation 2. Preparing for and negotiating social dilemmas • • • • • • • • • Interests Align Incentives Reduce costs of cooperation Minimize temptation to defect Psychological Contracts Power of commitment (AA) Build a social identity Personalize others Impression management (Fairness) Average Relationship Ratings* El Tek Sharc Mean (st.dev.): Mean (st.dev.) by role/situation: Carlson: 6.12 (0.90) Large Commercial: 5.65 (1.05) Granger: 6.16 (0.88) Small Commercial: 5.51 (1.49) Recreational Competit 5.68 (0.80) Recreational Tours: 5.13 (0.95) Take Aways •Communicate •Signal Intentions through strategy keep it simple “tit” for “tat” don’t be the first to defect •Don’t be envious •Watch out for Egocentric Interpretations of Fairness Be aware of potential for bias Make a conscious effort not to make biased decisions use role perspective taking Road Map Negotiation Specific Skills- BATNA, reservation price, distributive tactics, integrative tactics, etc. Negotiation Sub-Skills: critical people skills that are applicable to negotiation and to effective work relationships, leadership, management, and politics • Communication • Persuasion • Trust building • Emotional intelligence Separate People Issues Well prepared negotiators think about how they ought to deal with each other and then plan steps to move them in that direction Separate People Issues 1. Relationship Issues and Problems 2. Ways to improve the relationship Effective Working Relationship Involve • Mutual understanding • Trust • Respect • Mutual persuasion (rather than coercion) • A Balance of reason and emotion • Good communication Common Negotiator Errors •Assume they have little control over the quality of their negotiator relationships •Confuse people problems with substantive issue •For instance, good negotiators do not fix relationship issues by making substantive concessions Separating Issues Substantive Price Terms Conditions Dates Etc. Relationship Emotions Respect Trust Concern Mutual Acceptance Etc. Separating Issues Problems Price Terms Conditions Dates Etc. Solutions Substantive Interests Options Relationship Negative Emotions Lack of Respect Distrust Insensitivity Etc. Active Listening Empathy Understanding Emotional Intelligence Preparing for Relationship Issue What might be wrong? What might be causing the present misunderstanding? What might be causing the lack of trust ? What might be causing one or both of us to feel coerced? What might be causing one or both of us to feel disrespected What might be causing one or both of us to get upset? Preparing for Relationship Issues What can I do … …to try to understand better? …to demonstrate my trustworthiness? … to put the focus on persuasion instead of coercion? …to show acceptance and respect? …to balance reason and emotion? Chem-E Find your counterpart and negotiate for 10 minutes Because we are working on relationship skills, relationship scores are for feedback only this week (not grades). Trust -Willingness to rely on others under when the risk of opportunism exists. Benevolence Integrity Competence Emotion How much is enough? •Need for Control (0-9) •Need for Inclusion (0-9) •Need for Openness (0-9) Ways to improve the relationship Active Listening Empathic Action Cognitive-emotional Reframing Active Listening -Good listening involves focused attention and responding reflectively. •Paraphrasing •Asking clarifying questions •Reflecting feelings •Reflecting meaning •Summarizing Empathic Action Actions that demonstrate interpersonal understanding Empathic Action is based on Interpersonal understanding Perspective analysis-imagining how another sees a situation from his/her point of view. Perspective testing-directly or directly interacting with another to verify one’s assumptions about their perspective. Cognitive-emotional Reframing Emotions are thought-feelings. Changing the thoughts or cognitive framing of a situation changes the associated emotions. Reframing : Sadness Reframing: to Anger Fear to Anticipation (excitement) Reframing: Anger Reframing: Calm to Affiliation to Fear Chem-E Using one method to improve the relationship negotiate for 10 minutes Chem-E Perspectives, Feelings, Experience, Relationship Why these tools work? Emotional Intelligence•The ability to accurately perceive, appraise, and express emotions. •To use emotion to facilitate thought. •To understand emotion and emotion knowledge. •To regulate emotion to promote healthy relationships and goals. Scientific Base -Peter Salovey, Yale Psychology Ability-based model does not include social skills and personality traits Ability-based model provides implication for analysis and action 4 Branch Model -Mayer and Salovey Model Identify- ability to perceive emotions accurately Use-ability to access and/or generate feelings when they facilitate thought Understand-ability to understand emotion and emotional knowledge Manage-ability to regulate emotions to promote goals Wolfe Analytic Framework -based on 4 Branch Model (Wolfe, C.) Self Others Identify- How do I feel? How do they feel? Use- How do I want to feel? How do I want to feel? Understand- Why do I feel this way? Why do I feel this way? Manage- How can I influence my feelings in a useful way? How can I influence their feelings in a useful way? Williams EI Tool Kit Identify•Nonverbalsbody language, vocal tone, facial expression •Active Listening •Perspective Analysis Understand•Active Listening •Perspective Testing Manage•Cognitive-Emotional Reframing •Emotion Generating Behaviors •Empathic Actions Real Life EI 1. Pairs 2. Think of Real life negotiation/situation with people issues 3. Select initial roles coach-client 4. Take 5 minutes to describe situation, discuss self portion of framework (coach active listening) 5. Take 5 minutes -client plays role of difficult other, coach interviews using wolfe framework 6. Take 2-3 minutes to wrap up and discuss any additional management strategies 7. Switch roles Analytic Framework Useful? Take Aways • separate people issues from substantive issue •Use people techniques for people issues •Deal directly with emotions (your own and those of others •Preparation and analytic strategies can improve relationship issue Take Aways • Emotionally Intelligent Negotiators 1. Plan for people issues 2. Analyze potential emotional traps 3. Have strategies for managing emotions •Active Listening •Cognitive-Emotional Reframing •Emotion Generating Actions •Empathic Actions •Perspective analysis •Perspective Testing Next Week Amanda Wolfe Presentation Bring questions and an experience that you would Like to explore using the framework. Chem-E Senal- -weak, new to job -uncomfortable -wants to delay project for review -concerned about CEO’s opinion -less than optimal relationship with CEO -wants more control -control if CRC moves forward/can suspend project -Pressure to perform -To not look to dependent -Distrust -Dislike -Redesign CRC contract -Impression management -CIO position -CRC behind Peter-believes that I am not helping advance the project -try to get me on board -try to go around me, coalition building