Negotiation is one of the important processes in an organization. It is worth noting that disputes are inevitable in a society, and when disputes occur negotiation is believed to be the solution. The five factors of personality play a critical role in the negotiation process. It influences the negotiator and the outcome of the negotiation process. The five factors of personality include extraversion, openness, neuroticism, conscientiousness, as well as agreeableness (Yiu & Lee, 2011). Five-factors of personality affect the negotiator's behaviors and outcomes. The personality traits determine whether the negotiation is productive or not. Negotiators who comprehend their personality traits tend to adjust their tactics to align with that of the disputing parties (Yiu & Lee, 2011). The negotiators with conscientiousness have carefulness, organization self-discipline, deliberation, and thoroughness. These trait help negotiator behaviors by being able to split the differences and make good decisions to mitigate a win-lose agreement. These traits tend to affect the outcome in the sense that win-lose outcome is not possible if the negotiator has a high level of conscientiousness.
Openness facilitates mutual agreement between negotiator and the disputing parties. In fact, positive outcome is expected on the high degree of openness trait. These traits facilitate mutual, creative and satisfactory outcome. It facilitates time-saving negotiation outcome. Extraversion is another trait that facilitates positive outcome of the negotiation. Low or high degree of extraversion leads to a positive outcome. Extraverts who are sociable and outgoing facilitate good interaction and better communication (Yiu & Lee, 2011). Neuroticism also affects the negotiator's behaviors and outcome in the sense that individuals with thigh level of this trait experience moodiness, sadness, anxiety and emotional instability. These means that the low degree of neuroticism leads to a positive outcome. Agreeableness also ensures that individuals solve the dispute in the best way possible. The outcome of negation is positive due to affection, trust, and prosocial behaviors. In the general perspective, negotiation success and outcome are determined by the personality traits.
Negotiation requires preparation, especially in understanding the other parties’ personality trait. It is evident that the personality affect the negotiation process. Some of the personalities that affect the negotiation process are diverse. It includes self-monitoring, conflict management style, social value orientation, Machiavellianism, face threat sensitivity, interpersonal trust, self-efficacy and locus control (Parikh & Gupta, 2010). Learning negotiation entails understanding the real world and the environment around. The personality of the negotiator determines the process of negotiation. The personality of an individual determines the negotiator's behaviors, which influence the negotiating process. The negotiation process entails what you want, what they want, and proposing what the disputing parties can accept.
The personality traits that negotiators have dictates the propensity to carry out negotiation and the outcome. Sense of personality style tends to influence the reaction and response of the disputing parties. Effective negotiators are required to can adapt and comprehend the personalities of other parties. The presence of different personalities means that the negotiation process differs. Negotiation process calls for individuals who can behave effectively during negotiation (Parikh & Gupta, 2010). The experience that individuals have in dealing with other people include the negotiation process. People differ in the level of interpersonal trust, and these affects the negotiation process. It is also worth noting that responsiveness to social cues associated with the social environment influences negotiation process. The degrees of self-monitoring dictate the outcome of the negotiation process. Public image and reputation influence negotiation process because peoples have different degree of susceptibility. In the general perspective, the negotiating approaches used determine the negotiating process.
References
Parikh, M., & Gupta, R. K. (2010). Organisational Behaviour. New Delhi: Tata McGraw Hill Education Pte. Ltd.
Yiu, T. W., & Lee, H. K. (2011). How Do Personality Traits Affect Construction Dispute Negotiation? Study of Big Five Personality Model. Journal Of Construction Engineering & Management, 137(3), 169-178. doi:10.1061/(ASCE)CO.1943-7862.0000271
