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. Negotiators who feel anxious typically expect to achieve lower […]
Stereotype threat occurs when expectations of a group’s typical behavior are activated among group members, resulting in reduced performance. 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 positive shared identity. Stereotypes can be invoked by “implicit […]
Opening negotiation offers usually “anchor” the discussion and shape settlement values.Many people make opening offers in “round” numbers like $10 instead of “precise” numbers like $9, and this strategy was less effective in negotiations, reported Columbia’s Malia Mason, Alice J. Lee, Elizabeth A. Wiley, and Daniel Ames. Negotiators can improve negotiation outcomes by specifying offers in […]
Candid self-disclosure can hamper salary negotiation outcomes, found Monash University’s Andreas Leibbrandt and John A. List of the University of Chicago, in a study of women who expressed gratitude for a salary that exceeded their expectations. Some women applying for administrative assistant jobs were told that the wages were “negotiable,” and these women negotiated higher […]
Aligning assertiveness style to negotiation situations can determine success in bargaining, 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 of […]
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 compassion, which enables understanding another’s emotional experience without actually feeling it, according to Virginia Commonwealth University’s S. Douglas Pugh. “Viral emotions” can be transmitted through social media platforms without observing […]
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 […]
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. […]
