The Power of Presence: Strategic Response to Displayed Emotions in Negotiations
The Stephen M. Ross School of Business at the University of Michigan
University of Michigan at Ann Arbor
Ross School of Business Paper No. 1061
IACM 20TH Annual Conference
This chapter extends research on strategic display of emotions (Kopelman, Rosette, & Thompson, 2006) and investigates how negotiators can optimize both relational and economic outcomes through strategic response to displayed emotions. First, we consider what information can be gained from observing the emotional display of the other party. Next we review what the negotiation literature suggests one should do when faced with a party displaying emotion. We end by depicting a research program that accounts for both the behavioral tactics a negotiator employs and the personal qualities of the negotiator. We suggest that the recommendations in the existing literature overemphasize tactics and underemphasize the person employing those tactics. We argue that the success or failure of a strategic response to displayed emotions pivots on the responding negotiator's ability to balance strategic tactics with his or her authentic presence.
Number of Pages in PDF File: 32
Keywords: Emotion, Negotiation, Presenceworking papers series
Date posted: January 4, 2007
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