Impact of Emotions on Negotiating Capabilities: An Examination
A recent report, originally published in the Negotiation newsletter in 2009, has shed light on the impact of emotions on negotiations, both incidental and those triggered by the negotiation itself. The report, titled "Dispute Resolution," was adapted from "Negotiating Under the Influence," by Jennifer S. Lerner, Professor at the Harvard Kennedy School of Government.
The study found that participants' evaluations can be influenced by incidental emotions, but acknowledging the source can defuse its impact. For example, Americans, according to a study, become most distressed when commuting or talking to their bosses, which could potentially affect negotiations.
Incidental emotions, feelings unrelated to the negotiation at hand, can also significantly impact negotiations. A case in point is a negotiator who is in a bad mood due to a car accident caused by a distracted driver. Identifying emotional triggers can help recognize and defuse incidental emotions before negotiation.
Emotions can alter thoughts, behavior, and underlying biology during negotiations. Awareness of emotional triggers can improve the odds of recognizing their effects in the heat of the moment during negotiations.
In the context of the possible merger with a competing firm, it is crucial to manage emotional triggers effectively to keep negotiations constructive and resolution-focused. Individuals can manage emotional triggers during negotiations by developing emotional awareness, recognizing physiological signs of stress, employing self-regulation techniques such as taking breaks and deep breathing, and using communication strategies that defuse tension and foster understanding.
Key approaches include identifying emotional triggers before negotiation, recognizing physiological flooding signs, using immediate regulation techniques, pausing before reacting to strong emotions, clarifying underlying issues, employing neutral, curious language, engaging in active listening and showing empathy, and defusing emotional triggers in counterparts.
When facing counterparts, defusing their emotional triggers through empathetic, open-ended questions about their mood or context can be beneficial. For instance, asking "Terrible day out, isn't it?" or "How was the drive over?" can help minimize the influence of negative emotions on judgments and choices during negotiations.
In addition, the report provides insights on improving dispute resolution skills. Agreeing on protocols to handle escalations is also strongly recommended for difficult disputes. A free report on dispute resolution, titled "Dispute Resolution: Working Together Toward Conflict Resolution on the Job and at Home," is available from Harvard Law School.
It is worth noting that a reasonable and fair representative from the other company is present, with whom mutual beneficial agreements have been made in the past. This suggests a positive starting point for the negotiations.
Related posts include "In Contract Negotiations, Agree on How You'll Disagree," "Settling Out of Court: Negotiating in the Shadow of the Law," "What is Dispute System Design?," "Alternative Dispute Resolution (ADR) Techniques: Negotiating Conditions," and "Negotiation Case Studies: Google's Approach to Dispute Resolution."
By combining emotional self-awareness, regulation strategies, careful communication, and empathy, individuals can manage emotional triggers effectively to keep negotiations constructive and resolution-focused.
In the realm of business, understanding emotions and their impact on negotiations is crucial, as a study titled "Dispute Resolution" revealed. This report, an adaptation from "Negotiating Under the Influence," discusses how emotions, both incidental and those triggered by negotiations, can affect evaluations and decisions. In a scenario such as a potential merger with a competitor, effective management of emotional triggers is necessary to maintain a resolution-focused negotiation. Techniques like emotional awareness, physiological stress recognition, self-regulation, active listening, and empathy can be employed to manage these triggers. Furthermore, the report suggests strategies for defusing emotional triggers in counterparts and improving dispute resolution skills, such as agreeing on escalation protocols for difficult disputes.
