Anxious negotiators make lower first offers, exit earlier, and earn lower profits due to their “low self-efficacy” beliefs, according to Harvard’s Alison Wood Brooks and Maurice E. Schweitzer of University of Pennsylvania, Brooks and Schweitzer induced anxious feelings or neutral reactions during continuous “shrinking-pie” negotiation tasks. Compared with negotiators experiencing neutral feelings, negotiators who feel […]
Many people hesitate to present a negotiation offer as a range of values, assuming that co-negotiators will anchor on the lower value in the range as a “reservation price.” This is based on the power of first offers as negotiation anchors, demonstrated in research by University of Chicago’s Nicholas Epley and Thomas Gilovich of Cornell. Contrary […]
Stereotype threat occurs when expectations of a group’s typical behavior are activated among group members, resulting in reduced scores on standardized test performance for women and African Americans. When Stanford’s Claude Steele and Joshua Aronson now of NYU, helped women and African Americans participants resist these stereotypes, participants’ performance improved more than when the researchers activated a […]
Opening negotiation offers typically “anchor” the discussion and shape settlement values. Many people make opening offers in “round” numbers like $10 instead of “precise” numbers like $9. However, “round number offers” were less effective than “precise” offers in negotiations, found Columbia’s Malia Mason, Alice J. Lee, Elizabeth A. Wiley, and Daniel Ames. Negotiators can improve their outcomes […]
Full, candid self-disclosure can hamper outcomes for poker players and negotiators. This idea was confirmed in an experiment by Monash University’s Andreas Leibbrandt and John A. List of the University of Chicago, when women undermined their salary negotiations by revealing their gratitude for a salary that exceeded their expectations. Participants were women applying for administrative […]
Optimally matching assertiveness style to specific situations can determine success in negotiations, according to Columbia University’s Daniel Ames and Abbie Wazlawek. Earlier, Ames and Stanford’s Frank Flynn reported that moderate levels of assertiveness are associated with career advancement, and with effective negotiation and influence in conflict situations. They also found that observers provided consistent ratings […]
Emotions can be “contagious” between individuals, and can affect work group dynamics. Emotional contagion is characterized by replicating emotions displayed by others. Contagion differs from empathy, which enables understanding another’s emotional experience without actually experiencing it, according to Virginia Commonwealth University’s S. Douglas Pugh. “Viral emotions” can be transmitted through social media platforms without observing […]
Americans more than other nationalities, embrace the idea of meritocracy – that rewards are distributed based on merit, a combination of ability + effort with success, described by University of London’s Michael Young with Sheri Kunovich of Southern Methodist University, and Ohio State’s Kazimierz M. Slomczynski. Microsoft’s CEO, Satya Nadella, made headlines when asked his advice […]
Men volunteers negotiated more assertively with women in supervisory roles in laboratory tasks, compared with strategies they used with male supervisors, reported Bocconi University’s Ekaterina Netchaeva, Maryam Kouchaki of Northwestern University, and Washington State University’s Leah D. Sheppard. This cross-gender negotiation trend was reduced when woman in supervisory roles demonstrated directness and proactivity (“administrative agency”) […]
Role-based power can affect performance in pressure-filled situations, but has less impact on lower pressure environments, according to University of Toronto’s Sonia K. Kang, Adam D. Galinsky of Columbia University, University of California, Berkeley’s Laura J. Kray and Aiwa Shirako of Google. Kang’s team assigned more than 130 volunteers to same-gender pairs in three negotiations experiments. […]
