ADMS 2320 Chapter 9: ADMS 2320 Chapter 9 Notes
30 Apr 2018
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ADMS 2320 Chapter 9 Notes – Summary
Introduction
Culture, Negotiations, and Emotions
• Avoid factors such as time pressures that tend to inhibit learning about and
understanding the other party.
• As a rule, no one likes to face an angry counterpart in negotiations.
• However, East Asian negotiators may respond less favorably to anger than people from
other cultures.
• Two separate studies found that East Asian negotiators were less likely to accept offers
from negotiators who displayed anger during negotiations.
• Another study explicitly compared how US and Chinese negotiators react to an angry
counterpart.
• When confronted with an angry negotiator, Chinese negotiators increased their use of
distributive negotiating tactics, whereas US negotiators decreased their use of these
tactics.
• Why might East Asian and Chinese negotiators respond more negatively to angry
negotiators?
• The authors of the research speculated that because their cultures emphasize respect
and deference
• They may be particularly likely to perceive angry behaviour as disrespectful, and thus
deserving of uncooperative tactics in response.
• While many people assume that conflict lowers group and organizational performance,
this assumption is frequently incorrect.
• Conflict can be either constructive or destructive to the functioning of a group or unit.
• As shown in Exhibit 9-2, levels of conflict can be either too high or too low to be
constructive.
• Either extreme hinders performance.
• An optimal level is one that prevents stagnation, stimulates creativity
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