budjacch05

7/24/2019 budjacch05

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PRENTICE HALL2007 Pearson Education, Inc.

Upper Sadde Ri!er, N" 07#$%

C&N'LICT (ANA)E(ENTA Practica )uide to *e!eopin+ Ne+otiation Strate+ies

- arara A. ud/ac Cor!ette

Chapter 5Chapter 5

Key NegotiatingKey NegotiatingTemperamentsTemperaments


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Key NegotiatingKey Negotiating

TemperamentsTemperaments

Two Jungian preferences are key toTwo Jungian preferences are key to

negotiation temperament:negotiation temperament:

Sensing/Intuitingmanner of taking inSensing/Intuitingmanner of taking ininformation.information.

Judging/Perceivingway of interactingJudging/Perceivingway of interactingwith the world.with the world.


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Sensors and Intuitors atSensors and Intuitors atthe Negotiating Tablethe Negotiating Table

Sensors see detail and seekSensors see detail and seek

detail and precision.detail and precision.

Intuitors see generalities andIntuitors see generalities andseek concepts and correlations.seek concepts and correlations.

Sensors like to give and receiveSensors like to give and receive

facts and data.facts and data.

Intuitors like to give andIntuitors like to give and

receive the ig picture.receive the ig picture.


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Judgers and Perceivers atJudgers and Perceivers atthe Negotiating Tablethe Negotiating Table

Judgers prefer order!Judgers prefer order!

anticipate deadlines! and seekanticipate deadlines! and seek

closure.closure.

Perceivers prefer randomness!Perceivers prefer randomness!

are not othered y deadlines!are not othered y deadlines!

and prefer postponing.and prefer postponing.


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Four Principle NegotiatingFour Principle NegotiatingTemperamentsTemperaments

"armoni#erIntuitor/Perceiver"armoni#erIntuitor/Perceiver

$ontrollerIntuitor/Judger$ontrollerIntuitor/Judger

PragmatistSensor/JudgerPragmatistSensor/Judger %ction SeekerSensor/Perceiver%ction SeekerSensor/Perceiver


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Profile of theProfile of thearmoni!erarmoni!er

&road perspective! conceptual&road perspective! conceptual

theori#ing! discussion oftheori#ing! discussion of

multiple issues simultaneously!multiple issues simultaneously!

resistant to time pressure!resistant to time pressure!e'hiits an open(ended! general!e'hiits an open(ended! general!

and theoretical approach.and theoretical approach.

)ut of control the harmoni#er)ut of control the harmoni#erecomes the pacifier! whichecomes the pacifier! which

makes for poor decisions.makes for poor decisions.


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Profile of theProfile of theControllerController

&road perspective! conceptual&road perspective! conceptual

theori#ing! discussion oftheori#ing! discussion of

multiple issues! demonstrates amultiple issues! demonstrates a

sense of the ig picture withsense of the ig picture withclear resolve.clear resolve.

)ut of control the controller)ut of control the controller

ecomes the ull! which comesecomes the ull! which comeswith rigidity making resolutionwith rigidity making resolution

impossile.impossile.


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Profile of the "ctionProfile of the "ctionSee#erSee#er

*ocus on detail and se+uence!*ocus on detail and se+uence!

spontaneity! fle'iility! andspontaneity! fle'iility! and

at times hyperactivity.at times hyperactivity.

)ut of control the action)ut of control the action

seeker ecomes the high roller!seeker ecomes the high roller!

which may cause risk taking andwhich may cause risk taking and

ig loss.ig loss.


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$uic# %ecognition of$uic# %ecognition ofTemperamentTemperament

"armoni#er,general and open("armoni#er,general and open(

ended approach.ended approach.

$ontroller,ig picture approach$ontroller,ig picture approach

and resolve.and resolve.

Pragmatist,focus on detail andPragmatist,focus on detail and

stuorn resolve.stuorn resolve.

%ction Seeker,detailed approach%ction Seeker,detailed approach

and spontaneity.and spontaneity.


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&ffects of 'ther&ffects of 'therPersonality FactorsPersonality Factors

"armoni#er - "igh %ffiliation"armoni#er - "igh %ffiliationeed! "igh Social Power eed! oweed! "igh Social Power eed! ow$onscientiousness 0 1isk of$onscientiousness 0 1isk of

PacifyingPacifying %ction Seeker - ow%ction Seeker - ow$onscientiousness! ow 2motional$onscientiousness! ow 2motionalStaility 0 1isk of "igh 1ollerStaility 0 1isk of "igh 1oller

Judger - "igh Personal PowerJudger - "igh Personal Powereed! "igh $ompetitiveness 0 1iskeed! "igh $ompetitiveness 0 1iskof &ull or Street *ighterof &ull or Street *ighter


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'ther Personality'ther PersonalityFactorsFactors

$onvergers with high achievement$onvergers with high achievement

need! high competitiveness! orneed! high competitiveness! or

high conscientiousness may tendhigh conscientiousness may tend

toward the controller profile.toward the controller profile. 3ivergers with low3ivergers with low

conscientiousness and lowconscientiousness and low

achievement need may tend towardachievement need may tend towardthe action seeker profile.the action seeker profile.


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CorrelationsCorrelations

1ight(rain dominance is related to the1ight(rain dominance is related to theintuiting preference.intuiting preference. eft(rain dominance is related to theeft(rain dominance is related to thesensing preference.sensing preference.

%ccommodating learning style is related%ccommodating learning style is relatedto sensing and e'troversion.to sensing and e'troversion.

%ssimilating learning style is related to%ssimilating learning style is related tointuiting and introversion.intuiting and introversion.

"igh conscientiousness appears similar to"igh conscientiousness appears similar to

4udging preference ehavior.4udging preference ehavior. Type % ehavior assimilates 4udgingType % ehavior assimilates 4udgingpreference ehavior.preference ehavior.

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