We examined whether the discrete, other-directed emotions of anger and compassion exert a greater influence on negotiations than mood. Drawing on cognitive appraisal theories of emotion, we specifically tested whether negotiators who felt high anger and low compassion for each other would (1) have less desire to work with each other in the future, (2) achieve fewer joint gains, and (3) successfully claim more value for themselves than negotiators who had more positive emotional regard for the other party. The results of a mixed-motive simulation experiment confirmed the first two predictions but not the last. The results confirmed that anger and compassion exerted a greater influence than mood. These findings indicate why prior advice stemming from the conflict and negotiation literature for managing anger has been counterproductive and suggest contrasting prescriptions.
Organizational Behavior and Human Decision Processes – Elsevier
Published: Jun 1, 1997
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