What do People Value when they Negotiate? Mapping the Domain of Subjective Value in Negotiation

Four studies provide support for the development and validation of a framework for understanding the range of social psychological outcomes valued subjectively as consequences of negotiations. Study 1 inductively elicited and coded elements of subjective value among students, community members, and negotiation practitioners, revealing 20 categories that negotiation theorists in Study 2 sorted to reveal four underlying dimensions: Feelings about Instrumental Outcomes, the Self, Process, and Relationship. Study 3 proposed a new Subjective Value Inventory (SVI) questionnaire and confirmed its 4-factor structure, and Study 4 presents convergent, discriminant, and predictive validity data for this SVI. Results suggest the SVI is a promising tool to systematize and encourage research on the subjective outcomes of negotiation

Reading your Counterpart: The Benefit of Emotion Recognition Accuracy for Effectiveness in Negotiation

Abstract Using meta-analysis, we find a consistent positive correlation between emotion recognition accuracy (ERA) and goal-oriented performance. However, this existing research relies primarily on subjective perceptions of performance. The current study tested the impact of ERA on objective performance in a mixed-motive buyer-seller negotiation exercise. Greater recognition of posed facial expressions predicted better objective outcomes for participants from Singapore playing the role of seller, both in terms of creating value and claiming a greater share for themselves. The present study is distinct from past research on the effects of individual differences on negotiation outcomes in that it uses a performance-based test rather than self-reported measure. These results add to evidence for the predictive validity of emotion recognition measures on practical outcomes

Reading Your Counterpart: The Benefit of Emotion Recognition Accuracy for Effectiveness in Negotiation

10.1007/s10919-007-0033-7Journal of Nonverbal Behavior314205-22

Cal Poly Music Faculty to Present ‘Evening of American Song’

H. A. Elfenbein and N. Ambady (2002) examined the evidence for an in-group advantage in emotion recognition, whereby recognition is generally more accurate for perceivers from the same cultural group as emotional expressors. D. Matsumoto’s (2002) comment centered on 3 asserted methodological requirements. This response addresses the lack of consensus concerning these “requirements ” and demonstrates that none alter the presence of the in-group advantage. His analyses had a serious flaw and, once corrected, replicated the original findings. Furthermore, he described results from his empirical work not meeting a literal interpretation of his own requirements. Overall, where Matsumoto considers subtle cross-cultural differences in emotional expression a methodological artifact in judgment studies, the present authors find a core phenomenon worthy of attention. In the current issue of Psychological Bulletin, we presented a meta-analysis providing evidence for both the universality and cultural specificity of emotion recognition (Elfenbein & Ambady, 2002). Matsumoto (2002) commented on one particular finding in this meta-analysis—that there appears to be an in-group advantage in emotion whereby emotional communication is generally mor

Emotion in Organizations: A Review in Stages

Emotion has become one of the most popular—and popularized—areas within organizational scholarship. This chapter attempts to review and bring together within a single framework the wide and often disjointed literature on emotion in organizations. The integrated framework includes processes detailed by previous theorists who have defined emotion as a sequence that unfolds chronologically. The emotion process begins with a focal individual who is exposed to an eliciting stimulus, registers the stimulus for its meaning, and experiences a feeling state and physiological changes, with downstream consequences for attitudes, behaviors, and cognitions, as well as facial expressions and other emotionally expressive cues. These downstream consequences can result in externally visible behaviors and cues that become, in turn, eliciting stimuli for interaction partners. For each stage of the emotion process there are distinct emotion regulation processes, that incorporate individual differences and group norms and that can become automatic with practice. Although research often examines these stages in relative isolation from each other, I argue that each matters largely due to its interconnectedness with the other stages. Incorporating intra-individual, individual, interpersonal, and organizational levels of analysis, this framework can be a starting point to situate, theorize and test explicit mechanisms for the influence of emotion on organizational life

Emotion in Organizations: A Review in Stages

Emotion has become one of the most popular—and popularized—areas within organizational scholarship. This chapter attempts to review and bring together within a single framework the wide and often disjointed literature on emotion in organizations. The integrated framework includes processes detailed by previous theorists who have defined emotion as a sequence that unfolds chronologically. The emotion process begins with a focal individual who is exposed to an eliciting stimulus, registers the stimulus for its meaning, and experiences a feeling state and physiological changes, with downstream consequences for attitudes, behaviors, and cognitions, as well as facial expressions and other emotionally expressive cues. These downstream consequences can result in externally visible behaviors and cues that become, in turn, eliciting stimuli for interaction partners. For each stage of the emotion process there are distinct emotion regulation processes, that incorporate individual differences and group norms and that can become automatic with practice. Although research often examines these stages in relative isolation from each other, I argue that each matters largely due to its interconnectedness with the other stages. Incorporating intra-individual, individual, interpersonal, and organizational levels of analysis, this framework can be a starting point to situate, theorize and test explicit mechanisms for the influence of emotion on organizational life