Getting stuck or stepping back: Effects of obstacles and construal level in the negotiation of creative solutions

Difficult issues in negotiation act as interfering forces but their effects on negotiation processes and outcomes are unclear. Perhaps facing such obstacles leads individuals to take a step back, attend to the big picture and, therefore, to be able to craft creative, mutually beneficial solutions. Alternatively, facing obstacles may lead negotiators to focus narrowly on the obstacle issue, so that they no longer consider issues simultaneously, and forego the possibility to reach high quality, integrative agreements. Three experiments involving face-to-face negotiation support the “getting stuck” hypothesis, but only when negotiators are in a local processing mode and not when they are in a global processing mode. Implications for the art and science of negotiation, and for construal level theory, are discussed.     

Asymmetric processing of lexical tonal contrast in Swedish

Languages such as Swedish use suprasegmental information such as tone, over and above segments, to mark lexical contrast. Theories differ with respect to the abstractness and specification of tone in the mental lexicon. In a forced choice task, we tested Swedish listeners’ responses to words with segmentally identical first syllables differing in tonal contours (characterized as Accents 1 and 2). We assumed Accent 1 to be lexically specified for a subset of words and hypothesized that this specification would speed up word accent identification. As was predicted, listeners were fastest in choosing the tonally correct word when the accent was lexically specified. We conclude that the processing of surface tonal contours is governed by their underlying lexical structure with tonal specification.     

To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance

Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance.     

<Emphasis Type="Italic">Ceteris</Emphasis>-<Emphasis Type="Italic">Paribus</Emphasis> Qualifiers

Antecedent-strengthening, a trivially valid inference of classical logic of the form: P → Q ? (P & R) → Q, has a counterpart in everyday reasoning that often fails. A plausible solution to the problem involves assuming an implicit ceteris paribus (CP) qualifier that can be explicated as an additional conjunct in the antecedent of the premise. The qualifier can be explicated as ‘everything else relevant remains unchanged’ or alternatively as ‘nothing interferes’. The qualifier appears most prominently in the context of the discussion of laws in the sciences, where these laws are often expressed with a CP qualifier. From an analysis of the qualifier’s role in the problem of antecedent-strengthening, we can learn more about CP qualifiers in general and in their application to the laws used in the sciences.     

Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective

A motivated information processing perspective (C. K. W. De Dreu & P. J. D. Carnevale, 2003; see also V. B. Hinsz, R. S. Tindale, & D. A. Vollrath, 1997) was used to predict that perceived cooperative outcome interdependence interacts with team-level reflexivity to predict information sharing, learning, and team effectiveness. A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations.     

Bridging faultlines by valuing diversity: diversity beliefs, information elaboration, and performance in diverse work groups

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. Groups were persuaded either of the value of diversity or the value of similarity for group performance, and they were provided with either homogeneous or heterogeneous information. As expected, informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs. This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.     

Majority and minority influence in group negotiation: the moderating effects of social motivation and decision rules

In organizational groups, often a majority has aligned preferences that oppose those of a minority. Although such situations may give rise to majority coalitions that exclude the minority or to minorities blocking unfavorable agreements, structural and motivational factors may stimulate groups to engage in integrative negotiation, leading to collectively beneficial agreements. An experiment with 97 3-person groups was designed to test hypotheses about the interactions among decision rule, the majority's social motivation, and the minority's social motivation. Results showed that under unanimity rule, minority members block decisions, thus harming the group, but only when the minority has proself motivation. Under majority rule, majority members coalesce at the minority's expense, but only when the majority has a proself motivation. Implications for negotiation research and group decision making are discussed.     

Hierarchical organization of a reference system in newborn spontaneous movements

In this paper, we studied spontaneous newborn movements regarding the coordination of the four limbs, arms and legs, from a dynamic perspective. We used the method of recurrence plots to analyse the kinematic data from audiovisual recordings of neonates. We identified temporal and spatial synchronization of the four limbs that resulted in high recurrence patterns of biomechanical reference configurations. Furthermore, we identified transitions between linear and nonlinear epochs in the movement behavior of newborns on different time scales by means of recurrence quantification analysis. Results are discussed in the context of the concept of a structural hierarchy, in which different time scales correspond to hierarchical levels of organization.     

Interdependence in negotiation: effects of exit options and social motive on distributive and integrative negotiation

This study extends past research on the impact of alternatives in dyadic negotiation by (a) providing negotiators with the mere possibility to negotiate with an outside party and (b) examining the moderating role of the negotiators' social motive. Business students engaged in face‐to‐face negotiations, which were audio‐taped and transcribed. None, one, or both dyad members were provided with an exit option—the possibility to leave the current negotiation and start new negotiations with someone else. Dyads were also given instructions to maximize own outcomes (egoistic motive) or to consider both own and the other's outcomes (prosocial motive). Results showed that, as expected, dyads with a one‐sided exit option engaged in more distributive and less integrative behavior, and obtained lower joint outcomes than dyads having either two‐sided or no exit options. However, this effect occurred only under an egoistic rather than a prosocial motive. No differences were found for negotiations with two‐sided exit options compared to negotiations without exit options, suggesting one's own exit option is counterbalanced by the other's escape possibility. Our results indicate that negotiators who wish to maximize personal as well as joint outcomes should try to combine a power advantage in terms of exit options with a shared prosocial orientation. Copyright © 2000 John Wiley & Sons, Ltd.