Rejection of Empathy in Negotiation

Martinovski, Bilyana; Traum, David; Marsella, Stacy

doi:10.1007/s10726-006-9032-z

Cited by 28 publications

(15 citation statements)

References 11 publications

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“…Positive emotion has also been shown to facilitate communication and increase joint gains in negotiation settings (Allred et al 1997;Carnevale and Isen 1986). More recent research into emotions and negotiations has studied how one negotiator's emotional expressions can affect the other negotiating party and the resulting negotiation process (Brett et al 2007;Kopelman et al 2006;Martinovski et al 2007;Van Kleef et al 2004b). Not surprisingly, given the increased feedback and interactive complexity associated with interpersonal interaction (as opposed to intrapersonal interaction), these results are relatively inconsistent compared to those reported above.…”

Section: Positive Emotionmentioning

confidence: 97%

The Role of Emotion and Language in Dyadic E-negotiations

et al. 2009

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This paper examines the emotion and tone of language used by e-negotiation participants. Eight hundred e-negotiations of varying lengths were studied and significant differences between successful and unsuccessful e-negotiations were uncovered. Participants in successful e-negotiations expressed significantly more positive emotion and agreeable language, and significantly less negative language in their textual exchanges than participants in failed e-negotiations. Further, successful e-negotiations were shorter in elapsed time than unsuccessful e-negotiations. Logistic regression results indicate that use of agreeable language throughout the e-negotiation process is a significant predictor of e-negotiation success, while the use of negative language is only significant to e-negotiation success (failure) in the last half of the e-negotiation.

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Section: Positive Emotionmentioning

confidence: 97%

The Role of Emotion and Language in Dyadic E-negotiations

et al. 2009

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“…Ethnomethology has been increasingly employed in the analysis of the negotiation process (Martinovski et al 2007) and in system design (Viller and Sommerville 2000;Randall et al 2007), particularly in the healthcare domain (Hartswood et al 2008). The study reported in this paper is part of a larger project in the area of computer supported cooperative work (CSCW).…”

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confidence: 99%

Information Sharing at Multidisciplinary Medical Team Meetings

Kane

Luz

2009

Group Decis Negot

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Results of a study of multidisciplinary medical team meetings (MDTMs) are presented, with focus on information presentation, collaboration, sharing and decision-making issues. The MDTM forum is shown to be an important juncture in the patient care pathway where prior work is reviewed, future work is planned, and decisions are made by consensus. It is shown that while all participants perceive that they benefit from their attendance, the benefit for most active participants is directly proportional to their contribution. Record keeping of the decision agreed and the basis for that decision poses a challenge, particularly in the context of electronic patient record (EPR) keeping. This study also reveals the multi-faceted nature of the event and the fact that new knowledge is generated during the meetings. In addition to its main function in patient management, the MDTM has an educational role and fulfils hospital functions in planning and co-ordination of service delivery. These findings are analysed in terms of their implications for the information sharing needs of participants according to their roles; and requirements for technology support at individual, group and organisational levels are discussed.

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“…When team members listen to each other during the project, they become more aware of subtle cues from others, are able to quickly understand and identify others' emotions, and can quickly respond to others' emotions to ensure that messages are effectively transmitted throughout the project team. In addition, team members enhance their negotiation skills [63], which provides them confidence in conducting their projectrelated jobs quickly. Accordingly, the project team performs and completes project-related activities faster.…”

Section: Consequences Of Team Collective Empathymentioning

confidence: 99%