Parallel and Divergent Predictors of Objective and Subjective Value in Negotiation
In: Outstanding Theoretical Paper Award, International Association for Conflict Management, 2010
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In: Outstanding Theoretical Paper Award, International Association for Conflict Management, 2010
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Working paper
In: International Journal of Conflict Management, Band 17, Heft 2, S. 110-128
PurposeThis paper aims to identify whether emotional intelligence relates to counterpart outcome satisfaction in negotiation contexts.Design/methodology/approachA negotiation simulation and a pre‐established measure of emotional intelligence were employed.FindingsIn Study 1, multi‐level models revealed that a participant's ability to understand emotion positively predicted his or her counterpart's outcome satisfaction. Study 2 replicates and extends this finding by showing the counterpart's outcome satisfaction, assessment of liking, and desire to negotiate again with the participant.Practical implicationsThe mechanisms identifying how participants with high levels of understanding emotion induced their counterparts with positive affect were not examined.Originality/valueThis is the first empirical article to show a relationship between emotional intelligence and counterpart outcome satisfaction in a negotiation context.
In: The international journal of conflict management: IJCMA, Band 17, Heft 2, S. 110-128
ISSN: 1044-4068
In: Organization science, Band 32, Heft 5, S. 1256-1272
ISSN: 1526-5455
Long-standing wisdom holds that criticism is antithetical to effective brainstorming because it incites intragroup conflict. However, a number of recent studies have challenged this assumption, suggesting that criticism might actually enhance creativity in brainstorming by fostering divergent thinking. Our paper reconciles these perspectives with new theory and a multimethod investigation to explain when and why criticism promotes creativity in brainstorming. We propose that a cooperative social context allows criticism to be construed positively, spurring creativity without inciting intragroup conflict, whereas a competitive social context makes criticism more divisive, leading to intragroup conflict and a corresponding reduction in creativity. We found support for this theory from a field experiment involving 100 group brainstorming sessions with actual stakeholders in a controversial urban planning project. In a cooperative context, instructions encouraging criticism yielded more ideas and more creative ideas, whereas in a competitive context, encouraging criticism yielded fewer ideas and less creative ideas. We replicated this finding in a laboratory study involving brainstorming in the context of a union-management negotiation scenario, which allowed us to hold constant the nature of the criticism. Taken together, our findings suggest that the optimal context for creativity in brainstorming is a cooperative one in which criticism occurs but is interpreted constructively because the brainstorming parties perceive their goals as aligned.
In: Curhan, J. R., Labuzova, T., & Mehta, A. (2020). Cooperative criticism: When criticism enhances creativity in brainstorming and negotiation. Forthcoming in Organization Science.
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Working paper
In: Elfenbein, H. A., Curhan, J. R., & Eisenkraft, N. (2022). Negotiator consistency, partner consistency, and reciprocity in behavior across partners: A round-robin study. Personality and Social Psychology Bulletin. In press.
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In: Curhan, J. R., Overbeck, J. R., Cho, Y., Zhang, T., Yang, Y. (2020). Silence is golden: Extended silence, deliberative mindset, and value creation in negotiation. Journal of Applied Psychology, Forthcoming
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