Some Like It Hot: The Case for the Emotional Negotiator

Abstract

(from the chapter) Examines how organizational actors use emotions to gain resources when negotiating. In contrast to the traditional view of emotion as a detriment to effective negotiation, it is suggested that negotiators can capitalize on emotion at the bargaining table. Strategies involve both perceiving emotion in others and experiencing emotion for oneself. Bargaining processes discussed include: social facilitation of emotion, emotional contagion, mimicry, emotional tuning, neutralizing emotions, buffering emotions, and normalizing emotions. Conclusions suggest that negotiators are by nature emotional beings and that negotiation is an emotional interaction. It is further suggested that a simple awareness of the processes discussed will place the negotiator at an advantage at the bargaining table. (PsycINFO Database Record (c) 2009 APA, all rights reserved)