Negotiations often create negative emotions and can become more powerful than present facts and figures. These emotions can change the primarily course and hence will determine the negotiation outcome. A therefore widely shared notion about effective negotiation behavior implies to not get emotional. Emotions in negotiations are viewed as loss of rational thinking. Showing them makes a person weak and vulnerable. But, even though people can suppress emotions, the emotional experience remains. Hence a cognitive arousal takes place and higher brain activity is needed.
Against folk wisdom, the following paper will discuss how emotional awareness can affect the negotiator’s behavior and how emotions can positively enhance the negotiation outcome.
In the first part of the paper factors influencing the negotiation environment will be identified. A short excursion into discoveries from evolutionary research explains the connection between reactions and emotions. An overview of personal prerequisites and what approaches exist in order to improve the own ability in regards to better identify emotions in ones self and in others are presented. Chapter three focuses on different strategies of how to apply emotions to in order to enhance the negotiation outcome. Different tactics, leading to either value enhancement for only one party or to value enhancement for both parties, are discussed. This part will be followed by practical instructions and easy to use techniques applicable during the negotiation process.
Table of Contents
1. Introduction
1.1. Structure of the paper
2. Creating and influencing the negotiation environment
2.1. Personality traits
2.2. Emotional intelligence
2.3. Emotional trigger points
3. Strategic application of emotions in negotiations
3.1. Exploitative manipulation through expressing negative emotions
3.2. Proactive stimulation of positive emotions
3.3. Techniques to diminish strong negative emotions
3.3.1. Taking a break
3.3.2. Naming – Signalizing the recognition of the move
3.3.3. Adjourn – Putting the concern aside, refocusing on the problem
4. Summary and Outlook
Objectives and Core Themes
The primary objective of this paper is to explore the role of emotions in negotiation processes, challenging the traditional view that rational detachment is the most effective approach. It investigates how emotional awareness can actively shape the negotiation environment and how the strategic use of emotions can positively influence negotiation outcomes, ultimately aiming to foster both instrumental and affective satisfaction.
- The impact of personality and emotional intelligence on negotiation success.
- Identification of emotional trigger points and their influence on behavior.
- Strategies for the proactive stimulation of positive emotions.
- Techniques for managing and mitigating strong negative emotions during the negotiation process.
- The importance of preparation in navigating emotional dynamics.
Excerpt from the Book
3.3. Techniques to diminish strong negative emotions
As outlined above, in order to establish a long time relationship using positive emotions is the right strategy to follow. In this case it is important to be able to anticipate negative emotions proactively through creating a comfortable, positive atmosphere in advance (Fromm, 2008).
But if they still arise, weather actively initiated by the counterparty or owed to the topic itself – it is important to deal with these negative emotions as early and as quickly as possible. In the following section some techniques and tools that will help to deal with strong negative emotions are presented.
3.3.1. Taking a break
Taking a break is always an easy to use technique. It allows stopping to react, and it permits to become more analytical about what is happening. It can either be a mental pause through saying: “let me think about that”, helping to keep a distance from the immediate exchange in a polite way or it can mean a physical break – actually leaving the room.
Both scenarios will help to become a detached observer. It gives the negotiators the possibility to figure out what their emotional state is and why they are feeling that way. William Ury describes this technique as “going to the balcony.” Distancing from the negotiation emotionally, gives the human brain the chance to relax and to think about how to react constructively (Fromm, 2008).
Summary of Chapters
1. Introduction: This chapter highlights the pervasive nature of emotions in daily negotiations and argues against the common misconception that emotions should be suppressed for effective outcomes.
2. Creating and influencing the negotiation environment: The author identifies key factors such as personality traits, emotional intelligence, and emotional triggers that shape the atmosphere of a negotiation, emphasizing the pursuit of affective satisfaction.
3. Strategic application of emotions in negotiations: This section details specific tactics for utilizing emotions, ranging from the exploitative use of negative emotions to the proactive stimulation of positive ones, and provides practical tools for emotional management.
4. Summary and Outlook: The conclusion reinforces the necessity of emotional awareness and preparation, noting that while strategies for positive engagement are generally more successful, they must be adapted to the diverse, team-based nature of modern organizational work.
Keywords
Negotiation, Emotions, Emotional Intelligence, Affective Satisfaction, Instrumental Satisfaction, Personality Traits, Emotional Trigger Points, Empathy, Anger, Fear, Negotiation Outcome, Strategy, Conflict Resolution, Preparation, Positive Atmosphere.
Frequently Asked Questions
What is the core focus of this research?
The paper examines how emotions influence the negotiation process and outcome, moving beyond the traditional belief that emotions are solely detrimental to rational decision-making.
What are the central thematic fields?
The work covers emotional intelligence, personality traits, the identification of emotional triggers, and strategic methods for either managing negative emotions or stimulating positive ones.
What is the primary research goal?
The goal is to provide a framework for understanding emotional dynamics in negotiations to help individuals achieve better negotiation outcomes and maintain positive long-term relationships.
Which scientific approach does the paper utilize?
The paper employs a literature-based analysis, synthesizing findings from evolutionary psychology, organizational behavior, and communication studies to formulate practical negotiation strategies.
What does the main part of the paper address?
The main part focuses on how to identify emotional triggers, the risks and rewards of expressing negative emotions, and actionable techniques such as "taking a break" or "naming" moves to refocus on the problem.
Which keywords characterize this work?
Key terms include negotiation, emotional intelligence, affective satisfaction, emotional trigger points, and strategic emotional application.
Why is "affective satisfaction" considered important in this context?
It is important because a negotiation that ignores the emotional experience of the parties may lead to long-term relational damage, even if an instrumental agreement is reached.
How can "shadow characteristics" impede a negotiation?
Shadow characteristics can act as "hot buttons," where a negotiator overreacts to perceived negative traits in others, leading to an impulsive or irrational shift in negotiation behavior.
What is the benefit of "naming" a counterparty's move?
Naming the move signalizes that the negotiator is aware of the tactical attempt to provoke or intimidate, which can de-escalate the situation and regain control of the process.
- Quote paper
- Maximiliane Gläsle (Author), 2014, The effect of emotion on negotiations, Munich, GRIN Verlag, https://www.grin.com/document/278453
