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Journal ArticleDOI

Mediation as an aid to face saving in negotiation

01 Mar 1970-Journal of Personality and Social Psychology (American Psychological Association)-Vol. 14, Iss: 3, pp 239-246
TL;DR: In this article, the mediator's suggestion of a point of settlement halfway between the positions of two negotiators was found to produce substantial concessions, and this effect was especially prominent under the condition of high time pressure and little movement from the other, which presumably produces conflict about whether or not to make concessions.
Abstract: : The suggestion by a mediator of a point of settlement half-way between the positions of two negotiators was found to produce substantial concessions. Concessions were also produced by high, as opposed to low, time pressures; and there were more concessions when the other negotiator had moved rapidly toward agreement than when he had moved slowly. Contrary to the main hypotheses, the effectiveness of mediation was not a function of the degree of time pressure or the rapidity with which the other negotiator had moved. Intervention by a mediator was found to relieve the sense of personal inadequacy that otherwise inheres in making concessions; and this effect was especially prominent under the condition of high time pressure and little movement from the other, which presumably produces conflict about whether or not to make concessions.
Citations
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Journal ArticleDOI
TL;DR: In this paper, the notion that trust plays a key role in making a seller's tough bargaining strategy successful was examined, and a bargaining experiment was conducted to evaluate the effect of trust on dyadic interactions.
Abstract: Exchange theories posit that trust has an important and favorable influence on dyadic interactions. This paper examines the notion that trust plays a key role in making a seller's tough bargaining strategy successful. In a bargaining experiment, we manipulated subjects' preconceptions about a seller's trustworthiness and bargaining toughness. As hypothesized, a seller's expected trustworthiness-plus-toughness in bargaining led to higher levels of buyer-seller cooperation and agreement and a higher level of buyer concessions.

1,285 citations

Book
01 Jan 1994
TL;DR: In this paper, a theory that focuses on social conflicts and the concepts of power, influence, social identity and retributive justice is described, and a critique of traditional theories of aggression is presented.
Abstract: Describes a theory that focuses on social conflicts and the concepts of power, influence, social identity and retributive justice. The text begins with an examination and critique of traditional theories of aggression, including biological, physiological and criminological perspectives.

703 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a survey of the state of the art in the field of negation, focusing on the following areas: 1) the nature of issues, 2) options, limits, and outcomes, and 3) strategies for dealing with opposing preferences.
Abstract: INTRODUCTION 532 Other Procedures for Dealing with Opposing Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532 THE STUDY OF NEGOTIATION 533 ISSUES, LIMITS, AND OUTCOMES IN NEGOTIATION . . . . . . . . . . . ... . . . . . . . .. 535 The Nature of Issues . . . .. . . . . . . . . . . . .... . . " . . . " . . . .. . . . . . " . . . . . . . . . . . . . . . . . . . . . . . . 535 Options, Limits, and Outcomes . . . . . . . . . ... . . . . . . . . " . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " . . . . . . "" 535 Determinants of Limits ... . . . . . . . . . " . . . . . . . . . . . . . . . . . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 MOTIVATION AND STRATEGY IN N EGOTIATION...... . . . . . . . . . . . . 538 Strategic Choice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 538 Motivational Orientations . .. . . . . . . . . " . . " . . . . """",,. """,,",,"".. . . . . 539 The Dual Concern Model . . . . . ... " . . . . . . . . . . "" . . . . . . """". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 539 Research on Concession Making .. . . .. . . ... . ... ........ . .. . . .. . . . . . .. . ... ... . . . . . . . . . . . . . . . .. . 543 Research on Contending. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .... . .. . 548 Research on Problem Solving . . . . . . . . . . " . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 550 Conclusions about Motivation and Strategy . .. . . .. . .... ". . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 553 COGNITIVE PROCESSES IN NEGOTIATION 553 Heuristics and Biases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 554 Schematic 1nformation Processing . . . . . . . . . . . . . . . . . . . . . . . . " . . . . . . ". . . . . . . . . . . . . . . . . . . . . . . . . . . 557 Perspective on the Cognitive Approach """"""""""""""""""""""""""" 559 MEDIATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 56 1 History and Literature . . . . . . . . .. . .. . . . . . . . . . . . . ... . . . . . .. . . . . ... . . . . . . . . . .. . .... . . . . . . . . . . . .. . .. . 56 1 Mediation Effectiveness . . .. .... .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 562

693 citations

Journal ArticleDOI
TL;DR: The authors examined the ability of the individual differences, motivational, and cognitive approaches of negotiation to account for empirical research on dyadic negotiation and found that personality and individual differences appear to play a minimal role in determining bargaining behavior; their impact may be dampened by several factors, such as homogeneity of subject samples, situational constraints, and self-selection processes.
Abstract: This article examines the ability of the individual differences, motivational, and cognitive approaches of negotiation to account for empirical research on dyadic negotiation. Investigators have typically focused on objective, economic measures of performance. However, social-psychological measures are important because negotiators often do not have the information necessary to make accurate judgments of the bargaining situation. Negotiators' judgments are biased, and biases are associated with inefficient performance. Personality and individual differences appear to play a minimal role in determining bargaining behavior; their impact may be dampened by several factors, such as homogeneity of subject samples, situational constraints, and self-selection processes. Motivational and cognitive models provide compelling accounts of negotiation behavior. A psychological theory of negotiation should begin at the level of the individual negotiator and should integrate features of motivational and cognitive models. Negotiation is a pervasive and important form of social interaction. Negotiation is necessary whenever conflict erupts and there are no fixed or established rules or procedures to resolve conflict and whenever people want to search for agreement without resorting to aggression or open fighting (Lewicki & Litterer, 1985). Negotiation occurs in business and academic environments and in informal social interactions such as deciding with a friend or spouse where to dine or vacation. Clearly, negotiation is essential for anyone who must interact with other people to accomplish their objectives. There is broad interest in the study of negotiation behavior. This interest is evident in the interdisciplinary history of the study of negotiation in the fields of psychology, economics, industrial relations, organization behavior, sociology, and law. The theoretical goal is to predict the processes and outcomes of negotiation. The practical or applied goal is to help people negotiate more effectively (Bazerman, 1986; Raiffa, 1982). The fundamental and enduring questions raised by the growing body of research on negotiation behavior include the following: What factors lead to negotiation success or failure? Which theoretical perspective provides the best account of negotiation behavior? What empirical findings must a theoretical approach to negotiation explain? The purpose of this article is to address these theoretical and empirical issues. A variety of theoretical analyses of negotiation behavior have been developed. An important theoretical distinction is that between normative and descriptive approaches (Neale & Northcraft, in press; Raiffa, 1982). Normative models are based on axioms of individual rationality (cf. von Neumann &

624 citations

MonographDOI
20 Dec 2007
TL;DR: In this article, the authors present an analysis of the sources, functions, and dynamics of conflict across multiple levels of analysis, including personal and group levels of analyses, and discuss the role of social motivation in group decision making.
Abstract: R. Pritchard, Foreword. Part 1. Introduction: Setting the Stage. C.K.W. De Dreu, M.J. Gelfand, Conflict in the Workplace: Sources, Functions, and Dynamics Across Multiple Levels of Analysis. D. Jaffee, Conflict at Work Throughout the History of Organizations. Part 2. Interpersonal and Group Levels of Analysis. M. Olekalns, L.L. Putnam, L.R. Weingart, L. Metcalf, Communication Processes and Conflict Management. B. Beersma, D.E. Conlon, J.R. Hollenbeck, Conflict and Group Decision Making: The Role of Social Motivation. S. Schulz-Hardt, A. Mojzisch, F. Vogelgesang, Dissent as a Facilitator: Individual and Group-Level Effects on Creativity and Performance. K.A. Jehn, K. Bezrukova, S. Thatcher, Conflict, Diversity, and Faultlines in Workgroups. J.L. Raver, J. Barling, Workplace Aggression and Conflict: Constructs, Commonalities, and Challenges for Future Inquiry. D.G. Pruitt, Conflict Escalation in Organizations. P.E. Spector, V. Bruk-Lee, Conflict, Health, and Well-Being. Part 3. Organizational Levels of Analysis. B.M. Goldman, R. Cropanzano, J. Stein, L. Benson, The Role of Third Parties/Mediation in Managing Conflict in Organizations. J. Olson-Buchanan, W.R. Boswell, Organizational Dispute Resolution Systems. R. Friedman, L. Hunter, Y. Chen, Union-Management Conflict: Historical Trends and New Directions. D.J. Terry, C.E. Amiot, Social Identification Processes, Conflict, and Fairness Concerns in Intergroup Mergers. Part 4. Commentaries. K. Smith-Crowe, A.P. Brief, E.E. Umpress, On the Outside Looking in: Window Shopping for Insights into Diversity-driven Conflict. D.M. Kolb, Making Sense of an Elusive Phenomenon. P.J. Carnevale, Theory of Conflict in the Workplace: Whence and Whither. D. Tjosvold, Conflicts in the Study of Conflict in Organizations.

246 citations

References
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Journal ArticleDOI
TL;DR: In this article, Siegel and Fouraker used a laboratory paradigm of negotiation similar to the one employed by Srinivasan and Kannan, and found that increased time pressure resulted in less ambitious goals, lower levels of demand and less bluffing.

138 citations

Book
16 Jun 2012
TL;DR: In this paper, the tactics and strategy of conflict and cooperation as they related to collective bargaining negotiation are investigated. But they do not consider the role of conflict in the negotiation process.
Abstract: This is an inquiry into the tactics and strategy of conflict (and cooperation) as they related to collective bargaining negotiation.

137 citations