n.05_September_October.2009.Englisch._

• BUSINESSSKILLSNEGOTIATING

AQUESTION OF EMOTION

GehenSieaufdieemotionalenBedürfnisseIhresVerhandlungspartnersein,undSiewerdensehen,

wiegutdieGesprächeablaufenkönnen. BOBDIGNENerläutertIhnenUrsacheundWirkung. .!J"Ir.

Ouremutionscanbeanalysedinthreedimensions:

canessemial1ybereducedtOthose(hatcharancrizepos-

itiveornegativestates:

a)Thephysicalside.\YIecanfcelener~zedandready

tO~an)'thingwhenfilledwithpositiveemotions.

Onthcotherhand,wecanfL"Clflat,srrainedandlack-

ingenergywhenweexperiencenegativeemotions.

b)Thementalside.Whenwefedirritatedorsad.we

tendrothink negativethoughrsabolItourselves::tnd

orherpeople.Whenwcareeheerfulorexcitcd,welook

morepositivelyonwhatweandorhersareaodda.

Feeling... sad

<Qgy

~

irritated

depressed

Negativeemotions

Feeling... happy

relaxed

excited

calm

cheerful

Positiveemotions

• Wharareemotions?


• Howcannegativeemotionsdamagcnegoriations?


• Howearl wecreate positiveemotionsinothers
  duringnegoriations?

C

ommunicationalw'1Ysinvolvesanexchangeof

bothfactsandfeelings.Butinbusinesssitua-

tions,suchasnecotiations,peopleoftenover-

looktheimponanceofmanagingfeelingsand

emotions- theirOWI1,buralsochoseoftheir

counterparts.Yeta successfulnegoriarorneedscobenOt

on1)'a masteroffacts,buralsoa masterofemotions.

Inthisarticlc,weexaminetheoriginsofemotionsand

look<Jtstrategiesfordealingsensitivclywithrhefeelings

ofoehersin order[Qfucilirarecollahorativedeeision

making.

Before you n:adon, think abom the following

questions,andthencompareyouranswerswiththe

commenrsinthcarricle.

1.Understandingemotions

ThcfirstthingwehaveCOdoifwewantto~our

emotions- andtheemotionsoforhers- iscounder-

standexacrlywhatitisehathascohemastered.Emo-

tions'-O..llI.e.invariousshapesandsi7.es,ofcourse,but

c)Behavioursgeneratedbyemotions.Negariveemo-

tionscanproducedestructiveandaggressivebehaviours

suchasblamingandcriticizing,orshurtingoutmhers

whowanttosupport 115 orbcwithUSoPQsitiveemotions

inspirehehaviourssuchaslisrening,beingopentoorh-

erpeoplc'spointsofviewandCOthcirneeds,beingsup-

portiveandmorelovinginourpersonalrelationships.

atta.chment(;l'ta:{Jm:mt]

bored[b::o:d]

toI~tive[b'~~tlVl

come[kAm]

counttorpart1'''aunt~:11

edtY1'e.J3i1

energiledl'cD:Mlsaud]

fa.cllitatesth.lb'sihl:ell]

ftIItIfla:lj

irritatedI'mle'l,dl

master:be-ofsth.['mu:.st;>]

mastersth.['m",:.su]
negotlationInr,y~Ji'ci['Dl
lIegotiatorInl'g:IUJiClt~]
obstacle('0051::>"'1]
pointsth.outr.PJml'mn]
sensltlyely['sens;>llvlij
shutsb.oull,Jf\t·autJ
strailled[~trcmd]
susplclonr''''Spl['n]
tacklesth.1'Ia:k>I]

AnMnglichkeil.

AbMng(Rkeit

gelangweilt

gemeinschaftlich

einluhlsam

jmdrl.aUSSChließen

allgespannl,uberanstrengt

Argwohn

etw.inAngriffnehmen

2. Emotionsasa risk
   Ever)'day,weexperiencetheconsequencesofnegative
   emotionsinthenegotiationsthatwehaveinourpro-
   fessionalandprivatelives:

a)Wastedtimeleadstoinefficiency.Negatjveemotions

eauscdefensivereaceionsthatStOpusfromlisteningand

causeuStofocusouranentiononjustifyingourownae-

eionsandpositions.OureHortSgoinropoimingout

whyorhersarewrangaodweareright.Thisincreases

thetimenecessarytofinda negotiatedsolution.

b)Lossofrespectleadstoinflexibility.Aswecritieize

and blameorhers- juseifyingourownpositionand

lookingfOfweaknessin rhepositionsofourcounter-

parts - we lose respeet in thcir eyes. This is true

whethcr or not we afe involved in same anno)'ing~

40 BllSinessSpJtJigtlt 5/2009