Entendendo o comportamento inicial em negociações brasileiras: uma análise de quatro subculturas regionais

Understanding and managing the negotiation process is fundamental to all aspects of organizational success. Frequently overlooked but essential to this process is the initiation stage of negotiation – engaging a counterpart, making a request or demand, and optimizing that request. The purpose of this paper is to examine the initiation process in an emerging economy (Brazil), focusing on variations across four prominent regional subcultures of that country –Paulistas (state of Sao Paulo), Cariocas (Rio de Janeiro), Mineiros (state of Minas Gerais), andGauchos (state of Rio Grande do Sul). The results of this analysis suggest differences in the likelihood of initiation, and how that process might unfold. The implications of these conclusions for practitioners and future research are discussed.Entender e gerenciar o processo de negociação é fundamental para todos os aspectos do sucesso organizacional. Frequentemente negligenciado, mas essencial para este processo, é o estágio inicial de negociação – envolver um interlocutor, fazer um pedido ou exigência e otimizar esse pedido. O objetivo deste trabalho é examinar o processo inicial em uma economia emergente (Brasil), focando nas variações através de quatro subculturas regionais proeminentes desse país – Paulistas (estado de São Paulo), Cariocas (Rio de Janeiro), Mineiros (estado de Minas Gerais) e Gaúchos (estado do Rio Grande do Sul). Os resultados desta análise sugerem diferenças na probabilidade de início, e como esse processo pode se desdobrar. São discutidas as implicações destas conclusões para os praticantes e futuras pesquisas

The negotiation toolkit

#The #negotiation toolkit : how to get exactly what you want in any business or personal situatio

Why Dick and Jane don't ask: Getting past initiation barriers in negotiations

Negotiation is an essential skill for personal well-being and professional success, a skill that begins with identifying and acting on one's wants and needs. Many individuals, however, lack the confidence, motivation, or training to simply ask for what they want in certain situations; for example, when negotiating with an important client. Still others are reluctant to initiate requests in general. This article discusses the personal characteristics and situational factors that influence an individual's likelihood of engaging another party in a negotiation, making a request, and optimizing that request. Herein, specific suggestions are offered for managing this critical phase of the negotiation process via three steps: mental preparation prior to the engagement; positioning prior to, and at the point of, the engagement; and verbal craftsmanship during the delivery of one's request.Negotiation Initiation behavior Attitudes Self-efficacy Situational factors

Mind the First Step: The Intrapersonal Effects of Affect on the Decision to Initiate Negotiations under Bargaining Power Asymmetry

We undertook two vignette studies to examine the role of affect (trait and state) and bargaining power on initiating negotiations, an often overlooked stage of the negotiation process. Using a job negotiation opportunity, we examine three distinct phases of the initiation process—engaging a counterpart, making a request, and optimizing a request. Study 1 examines the effects of two affect dispositions (happiness and sadness), under power asymmetry (low vs. high bargaining power), on the three initiation behaviors. We found that power is pivotal to the decision to engage, request, and optimize. Also, sadness reduces the likelihood of initiation when power is high but is immaterial when power is low. In contrast, individuals who tend to be happy can reverse the adverse effect of powerlessness on requesting, but not on engaging and optimizing. However, happiness does not carry over a positive effect on negotiation initiation, over and above that of power. Study 2 investigated the role of trait affect when individuals are in power asymmetry and when they are induced with sadness or happiness. We found that those with a happy disposition initiate more (engage, request, and optimize) when power is high and experience incidental sadness. Overall, these findings qualify previous research on negotiation initiation and highlight the importance of trait affect and its interaction with state affect as additional driving forces and of power as a boundary condition.“for the error occurs at the beginning, and the beginning as the proverb says is half of the whole, so that even a small mistake at the beginning stands in the same ratio to mistakes at the other stages.”(trans.Aristotle, 1944, 1303b