UNIV 1211 Professional Development and Competencies

SUMMARY CH. 5 5

UNIV1211: Professional Development and Competencies CatherineKakpovbiaSection:Names:IDs:Majors:Assignment:Conflict Management (10%)

Individualsusually find it cumbersome to comprehend each other due to theirdifferences (Volkema,1999).People differ in the way they perceive things and the manner in whichthey judge. Individuals perceive and judge the world and otherindividuals through special glasses that are adjusted by training orpersonal life experiences. Negotiating temperaments are critical indetermining how an individual negotiates. This assignment isimportant because it will help in understanding the basic types ofnegotiating temperaments and their importance in the negotiationprocess. The chief aim of this assignment is to discuss the four keynegotiating temperaments and their importance in the process ofnegotiating. Besides, a case involving negotiating temperaments innegotiation will be provided.

Definitionof Terms

Negotiationand Temperament

Negotiationis a process that involves deliberations aimed at coming up with anagreement pertaining to a certain issue. On the other hand,temperament describes a combination of physical, emotional, andmental characteristics of an individual. It is these individualcharacteristics that determine how an individual interacts withothers. These terms are related in that the way an individualnegotiates is dependent on the temperament that he or she possesses.

Importanceof Negotiating Temperaments in Negotiation

Barbaraargues that there are four basic negotiating temperaments, whichinclude harmonizer, controller, pragmatist, and action seeker.Negotiating temperaments are exceedingly critical, when it comes tonegotiations. According to Barbara, an individual’s personalityaffects his/her negotiating temperament because of the much diversityand complexity that can be comprehended by studying and understandingthe primary interaction temperaments (Corvette,2006).This implies that negotiating temperaments are critical innegotiation since they help individuals in understanding one another.People usually disagree over an issue since they do not share asimilar perspective concerning an issue that they discuss. Similarly,people tend to reach an agreement over an issue because they see anissue they discuss about on the same perspective. Therefore,negotiating temperaments are critical in understanding each other innegotiations since it is through understanding one another that anagreement can be reached. Besides, negotiating temperaments areimportant in negotiations because they help individuals in gainingmaximum satisfaction. The way individuals behave is critical inensuring that they obtain maximum happiness (Campbell,2003)negotiating temperaments are crucial during negotiations because theyensure that individuals perceive things the way they do in order tomaximize their potentials in realizing maximum happiness andsatisfaction.

KeyTerms in Negotiating Temperaments

  1. Typecasting – this is a method used to celebrate and imaginatively use differences amid individuals. This method removes negative attitudes and assumptions and replaces them with a constructive understanding, thereby promoting communication. Therefore, typecasting helps one in resisting the tendency of viewing certain behavior of others as intentional or offensive (Corvette, 2006).

  2. Perception – Perception can be described as the selection and organization of stimuli. Individuals usually select and organize stimuli in a different manner and group and interpret things differently. Therefore, depending on the way an individual perceives things, his/her interpretation of things is also different. For instance, there are people who see trees while others see the trees as a forest. This is because of the manner in which they perceive things (Corvette, 2006).

  3. Preferences – these describe individual sources of energy and the manner in which individuals take in information, process information, and interact with the outside world. Individuals usually possess preferences in four principal areas, which include extroversion/introversion, sensing/intuiting, thinking/feeling, and judging/perceiving (Corvette, 2006).

CaseStudy Involving Negotiating Temperaments in Negotiation

Considera situation, where individuals having the four basic negotiatingtemperaments are to decide the price that should be charged on acomputer that is to be sold in the market. In this case, theharmonizer would use price concept and theories in coming up with theprice that should be charged on the computer. It would be difficultto disagree with the price that they recommend due to their excellentpersuasive capacity. On the side of the controller, price conceptsand theories would be used in determining the price of the computer,but would have a certain fixed price for the computer, which maycause disagreements with other individuals determining the price. Forpragmatist, price would be determined through following facts andspecific elements would be used in establishing the price. On theother hand, action seeker would consider personal interests indeciding the price to be charged on the computer. However, actionseeker would be patient for resolution.

Conclusion

Negotiatingtemperaments are remarkably vital in ensuring that a decision isreached. However, people have different temperaments, which is thereason why they tend to agree or disagree on a given issue. In orderto reach an agreement, it is critical for individuals to perceivethings in a similar context rather than having different perceptions.There are four basic negotiating temperaments, which includeharmonizer, controller, pragmatist, and action seeker. It is thesetemperaments that determine the way an individual makes his/herdecision during negotiations.

References

Campbell,S. (2003). QuickGuide to the Four Temperaments and Peak Performance: How to UnlockYour Talents to Excel at Work. Ontario:Telos Publications.

Corvette,B.B. (2006). Conflictmanagement: a practical guide to developingnegotiation strategies. New York: Prentice Hall.

Volkema,J.R. (1999). TheNegotiation Toolkit: How to Get Exactly what You Want in Any Businessor Personal Situation.London: AMACOM.