Chapter 5 Key Negotiating Temperaments

1
Chapter 5Key Negotiating Temperaments
2
Key Negotiating Temperaments

• Two Jungian preferences are key to negotiation
  temperament
• Sensing/Intuitingmanner of taking in
  information.
• Judging/Perceivingway of interacting with the
  world.

3
Sensors and Intuitors at the Negotiating Table

• Sensors see detail and seek detail and precision.
• Intuitors see generalities and seek concepts and
  correlations.
• Sensors like to give and receive facts and data.
• Intuitors like to give and receive the big
  picture.

4
Judgers and Perceivers at the Negotiating Table

• Judgers prefer order, anticipate deadlines, and
  seek closure.
• Perceivers prefer randomness, are not bothered by
  deadlines, and prefer postponing.

5
Four Principle Negotiating Temperaments

• HarmonizerIntuitor/Perceiver
• ControllerIntuitor/Judger
• PragmatistSensor/Judger
• Action SeekerSensor/Perceiver

6
Profile of the Harmonizer

• Broad perspective, conceptual theorizing,
  discussion of multiple issues simultaneously,
  resistant to time pressure, exhibits an
  open-ended, general, and theoretical approach.
• Out of control the harmonizer becomes the
  pacifier, which makes for poor decisions.

7
Profile of the Controller

• Broad perspective, conceptual theorizing,
  discussion of multiple issues, demonstrates a
  sense of the big picture with clear resolve.
• Out of control the controller becomes the bull,
  which comes with rigidity making resolution
  impossible.

8
Profile of the Pragmatist

• Focus on detail, sequence, and order, penchant
  for concrete support, decisiveness, stubborn
  resolve, and impatience.
• Out of control the pragmatist becomes the street
  fighter, which creates extreme competitiveness
  and potential hurt of someone.

9
Profile of the Action Seeker

• Focus on detail and sequence, spontaneity,
  flexibility, and at times hyperactivity.
• Out of control the action seeker becomes the high
  roller, which may cause risk taking and big loss.

10
Quick Recognition of Temperament

• Harmonizergeneral and open-ended approach.
• Controllerbig picture approach and resolve.
• Pragmatistfocus on detail and stubborn resolve.
• Action Seekerdetailed approach and spontaneity.

11
Effects of Other Personality Factors

• Harmonizer High Affiliation Need, High Social
  Power Need, Low Conscientiousness Risk of
  Pacifying
• Action Seeker Low Conscientiousness, Low
  Emotional Stability Risk of High Roller
• Judger High Personal Power Need, High
  Competitiveness Risk of Bull or Street Fighter

12
Other Personality Factors

• Convergers with high achievement need, high
  competitiveness, or high conscientiousness may
  tend toward the controller profile.
• Divergers with low conscientiousness and low
  achievement need may tend toward the action
  seeker profile.

13
Correlations

• Right-brain dominance is related to the intuiting
  preference.
• Left-brain dominance is related to the sensing
  preference.
• Accommodating learning style is related to
  sensing and extroversion.
• Assimilating learning style is related to
  intuiting and introversion.
• High conscientiousness appears similar to judging
  preference behavior.
• Type A behavior assimilates judging preference
  behavior.

14
Chapter 6Communicating in Negotiation
15
Communicating

• The effective transfer of intended meaning.

16
The Communication Process

• Sourceperson originating the message.
• Encodingstructuring the message.
• Channelmedium used to send the message.
• Decodingreceivers perception, interpretation,
  and understanding of the message.
• Feedbackreply of what was understood.

17
Communication Entails Listening

• Talk less and listen more.
• Seek new information.
• Do NOT stop listening because you think you know
  what is going to be said.
• Do NOT stop listening to remember what you want
  to say.
• Do not assume what the other person means.
• Do not interrupt.
• If you do not understand, say so.
• Show interestlean forward, nod, smile.

18
Rules for Speaking in Negotiation

• Do not answer if you are not prepared.
• Do not answer a question not asked unless it aids
  in mutual understanding or benefit.
• Do not be afraid to answer with a question.
• Do not ask what you do not want to be asked.
• After you ask, close your mouth and listen.
• Occasionally ask a question to which you know the
  answer.
• Restate your understanding of what the other
  said.
• Do not be offensive or rude.
• Use conditional and hypothetical statements until
  you are certain.
• Do not say things to show off.
• Do not be afraid of appearing stupid!
• Do not be afraid to be silent!

19
Filtering

• Knowing who you are, your personality attributes,
  your habitual behaviors, your biases and
  prejudices
• and
• allowing for them.
• Listening and speaking in the others language.

20
When Conflict Arises

• Assess whether it is substantive or due to
  personality and temperament differences.
• If due to temperament differences, filterrelate
  to the other in his/her terms.
• If conflict persists, identify and agree on the
  item or issue in dispute.
• Negotiate on that item or issue.
• If conflict escalates at any time, call a time
  out.

21
Kinesics

• Recognize what your behavior signals to others.
• Be aware that some send intentional signals.
• Watch for body/language inconsistencies.
• Watch for sudden demeanor changes.

22
Cues and Misconceptions

• Repeated head nods means the person wants to
  talk.
• People look more often at those they like.
• Light toward your face and a lower chair may be
  signs of competitive intent and attitude.
• Rubbing eyes may indicate non-acceptance.
• Hands over face may indicate non-acceptance.
• Shifty eyes do not indicate deception.

23
Electronic Communication

• Dont SHOUT.
• Add an occasional ?