Building Emotional Intelligence in Negotiations

Abstract

With the increased emphasis on emotions in negotiation, an exercise is presented which can be used with a simulated negotiation to develop emotional skills. Linking research on the role of emotions in negotiation to emotional intelligence, we propose a set of activities to develop greater awareness, understanding, and ability to manage emotions while negotiating. The teaching note explains how to use two worksheets, one before and one during the simulation. Headings on the worksheets correspond to levels of emotional intelligence. Suggestions for debriefing along with supporting literature are provided.

The Influence of Emotional Intelligence on Negotiation Outcomes and the Mediating Effect of Rapport: A Structural Equation Modeling Approach

“…Because both negative and positive affect play a critical role in determining negotiation outcomes, researchers have sought ways to help facilitators avoid negative affect and facilitate positive affect (Adler, Rosen, and Silverstein ), which has led some to examine the role of emotional intelligence and to discuss its implications for negotiation research. John Ogilvie and Mary Carsky () claim that the key to success in negotiation is to be aware of the emotional components, understand their roles, and manage them. Ingrid Fulmer and Bruce Barry () propose that an emotionally intelligent negotiator is likely to more successfully induce desired emotions from the opponent; evaluate risk more accurately, resulting in better decision‐making outcomes; and use various strategies and tactics to manipulate outcomes.…”

Grief recovery from the loss of a family business: A multi- and meso-level theory

“…First, although there is dispute over the definition of emotional intelligence and what it incorporates (Ashkanasy and Daus, 2005), there are acceptable working definitions that involve the ability to read emotions in one's self and in others, and to be able to use this information to guide decision making (Mayer and Salovey, 1997), and that it can be taught in leadership classes (Ashkanasy and Dasborough, 2003) in accounting (McPhail, 2004), in negotiations (Ogilvie and Carsky, 2002), and so forth. The formative body of research on emotional intelligence suggests that the self-awareness and self-regulation of emotion can be taught.…”

Increasing Advisor Effectiveness by Understanding Conflict and Conflict Resolution

“…By providing an advisee with accurate information, an advisor can greatly reduce the student's perception of the situation as threatening or stressful. Altering the perceived role of the student in the conflict, inviting her or his empathy, or engaging the person to trust the advisor are techniques that can aid in changing the perception of the stimulus (Covey, 1989;Fisher et al, 1991;Goleman, 1995;Ogilvie & Carsky, 2002;Rahim, 2001;Senge, 1990;Thomas, 2000).…”