Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Foreword
- Preface
- Part I Foundations
- Part II Research
- 6 Mindfulness, identity and work: mindfulness training creates a more flexible sense of self
- 7 Improving decision making through mindfulness
- 8 Mindfulness and creativity in the workplace
- 9 How being mindful impacts individuals' work-family balance, conflict, and enrichment: a review of existing evidence, mechanisms and future directions
- 10 Building and maintaining better leadership relationships through mindfulness
- 11 Leading with mindfulness: exploring the relation of mindfulness with leadership behaviors, styles, and development
- 12 Mindfulness in interpersonal negotiations: delineating the concept of mindfulness and proposing a mindful, relational self-regulation (MRSR) model
- 13 Drawing the line: sketching out the role of visual templates in individual mindfulness and mindful organizing
- Part III Applications
- Index
- References
12 - Mindfulness in interpersonal negotiations: delineating the concept of mindfulness and proposing a mindful, relational self-regulation (MRSR) model
from Part II - Research
Published online by Cambridge University Press: 05 July 2015
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Foreword
- Preface
- Part I Foundations
- Part II Research
- 6 Mindfulness, identity and work: mindfulness training creates a more flexible sense of self
- 7 Improving decision making through mindfulness
- 8 Mindfulness and creativity in the workplace
- 9 How being mindful impacts individuals' work-family balance, conflict, and enrichment: a review of existing evidence, mechanisms and future directions
- 10 Building and maintaining better leadership relationships through mindfulness
- 11 Leading with mindfulness: exploring the relation of mindfulness with leadership behaviors, styles, and development
- 12 Mindfulness in interpersonal negotiations: delineating the concept of mindfulness and proposing a mindful, relational self-regulation (MRSR) model
- 13 Drawing the line: sketching out the role of visual templates in individual mindfulness and mindful organizing
- Part III Applications
- Index
- References
Summary
Introduction
People frequently negotiate with others. Employees negotiate salary with their employers, vendors negotiate supply chain contracts with suppliers, and couples negotiate vacation plans. However, many negotiators are not effective in negotiating and only achieve suboptimal outcomes. Many negotiation scholars claim that negotiation ineffectiveness is caused by negotiators' cognitive limitations and biases, which are inherent flaws of humans (Bazerman et al. 2000; Malhotra and Bazerman 2008; Thompson, Neale, and Sinaceur 2004). Recently, negotiation scholars have started paying attention to mindfulness (e.g., Brach 2008; Riskin 2010), claiming that mindfulness can increase negotiators' attention and awareness and thus facilitate negotiation effectiveness. Reb and Narayanan (2014), for example, provided the first empirical evidence that mindfulness facilitated negotiators' distributive performance, that is, mindfulness allowed them to achieve a larger share of the bargaining zone.
Although some view negotiations as purely economic transactions, in fact, all negotiations are relational in nature. Negotiation scholars start adopting a relational view on negotiations (Bendersky and McGinn 2010; Gelfand et al. 2006; McGinn 2006; McGinn and Keros 2002). According to this view, negotiation ineffectiveness is not a result of cognitive limitations and biases, but rather is caused by a deteriorating relationship between negotiators (McGinn and Keros 2002). In order to achieve negotiation effectiveness, negotiators need to co-create the meaning of their exchange and build/maintain their relationship (McGinn 2006; McGinn and Keros 2002). However, evidence on the effect of mindfulness on relational negotiation outcomes (e.g., relational satisfaction; Curhan et al. 2008) is extremely sparse and there is a lack of strong theoretical models that can guide empirical investigation. Adopting a humanistic psychological perspective, Kopelman, Avi-Yonah, and Varghese (2012) provided the first such model, suggesting that mindfulness enables negotiators to approach negotiations holistically by co-creating narratives.
- Type
- Chapter
- Information
- Mindfulness in OrganizationsFoundations, Research, and Applications, pp. 285 - 304Publisher: Cambridge University PressPrint publication year: 2015
References
and (2000). Time flies when you're having fun: cognitive absorption and beliefs about information usage. MIS Quarterly, 24, 665–94.CrossRefGoogle Scholar
(1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179–211.CrossRefGoogle Scholar
(2002). Perceived behavioral control, self-efficacy, locus of control, and theory of planned behavior. Journal of Applied Social Psychology, 32, 665–83.CrossRefGoogle Scholar
. and (2001). Efficacy of the theory of planned behaviour: a meta-analytic review. British Journal of Social Psychology, 40, 471–99.CrossRefGoogle ScholarPubMed
and (2003). Emotional awareness and emotional intelligence in leadership teaching. Journal of Education for Business, 79, 18–22.CrossRefGoogle Scholar
and . (2005). Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior, 26, 441–52.CrossRefGoogle Scholar
, , , , and (2006). Using self-report assessment methods to explore facets of mindfulness. Assessment, 13, 27–45.CrossRefGoogle ScholarPubMed
and (1995). The need to belong: desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117, 497–529.CrossRefGoogle ScholarPubMed
, , , and (2000). Negotiation. Annual Review of Psychology, 51, 279–314.CrossRefGoogle ScholarPubMed
and (2010). Open to negotiation: phenomenological assumptions and knowledge dissemination. Organization Science, 21, 781–97.CrossRefGoogle Scholar
, , and (2013). The assessment of mindfulness with self-report measures: existing scales and open issues. Mindfulness, 4, 191–202.CrossRefGoogle Scholar
, , and (2002). Learning cognitive and emotional intelligence competencies through Graduate Management Education. Academy of Management Learning and Education, 1, 150–62.CrossRefGoogle Scholar
(2008). A logic for the magic of mindful negotiation. Negotiation Journal, 24, 25–44.CrossRefGoogle Scholar
, , and (1999). Stairways to heaven: an interlocking self-regulation model of negotiation. Academy of Management Review, 24, 435–51.CrossRefGoogle Scholar
and (2003). The benefits of being present: mindfulness and its role in psychological well being. Journal of Personality and Social Psychology, 84, 822–48.CrossRefGoogle ScholarPubMed
, , and (2007). Mindfulness: theoretical foundations and evidence for its salutary effects. Psychological Inquiry, 18, 211–37.CrossRefGoogle Scholar
, , and (2009). Mindful emotion regulation: an integrative review. Clinical Psychology Review, 29, 560–72.CrossRefGoogle Scholar
and (2007). Mindfulness and the intention-behavior relationship within the theory of planned behavior. Personality and Social Psychology Bulletin, 33, 663–76.CrossRefGoogle ScholarPubMed
, , , and (2008). Relational accommodation in negotiation: effects of egalitarianism and gender on economic efficiency and relational capital. Organizational Behavior and Human Decision Processes, 107, 192–205.CrossRefGoogle Scholar
(2011). Paying attention to mindfulness and its effects on task performance in the workplace. Journal of Management, 37, 997–1018.CrossRefGoogle Scholar
. (2010). Empirical explorations of mindfulness: conceptual and methodological conundrums. Emotion, 10, 8–11.CrossRefGoogle ScholarPubMed
, , and (2000). Influence of social motives on integrative negotiation: a meta-analytic review and test of two theories. Journal of Personality and Social Psychology, 78, 889–905.CrossRefGoogle ScholarPubMed
, , and (2006). When perspective taking increases taking: reactive egoism in social interaction. Journal of Personality and Social Psychology, 91, 872–89.CrossRefGoogle ScholarPubMed
(2008). Dual-processing accounts of reasoning, judgment, and social cognition. Annual Review of Psychology, 59, 255–78.CrossRefGoogle ScholarPubMed
, , and (1983). Negotiation process and outcome of stranger dyads and dating couples: do lovers lose?Basic and Applied Social Psychology, 4, 1–16.CrossRefGoogle Scholar
, , , , and (2006). Negotiating relationally: the dynamics of the relational self in negotiations. Academy of Management Review, 31, 427–51.CrossRefGoogle Scholar
and (2002). Understanding when bad moods foster creativity and good ones don't: the role of context and clarity of feelings. Journal of Applied Psychology, 87, 687–97.CrossRefGoogle ScholarPubMed
, , , and (2011). Mindfulness at work. Research in Personnel and Human Resources Management, 30, 115–57.Google Scholar
, , , and (2010). The effect of mindfulness-based therapy on anxiety and depression: a meta-analytic review. Journal of Counseling and Clinical Psychology, 78, 169–83.CrossRefGoogle ScholarPubMed
, , , , , and (2011). How does mindfulness meditation work? Proposing mechanisms of action from a conceptual and neural perspective. Perspectives on Psychological Science, 6, 537–59.CrossRefGoogle ScholarPubMed
, , , and (2013). Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98, 310–25.CrossRefGoogle ScholarPubMed
, , and (2008). Loving-kindness meditation increases social connectedness. Emotion, 8, 720–4.CrossRefGoogle ScholarPubMed
and (1978). The effect of feeling good on a helping task that is incompatible with good mood. Social Psychology Quarterly, 41, 345–9.Google Scholar
and (2000). The role of intuition in strategic decision making. Human Relations, 53, 57–86.CrossRefGoogle Scholar
(2012). Negotiation, emotions, and contingent contracting decisions. Ph.D. Dissertation, Olin Business School, Washington University in St. Louis.
, , and (2014). Interpersonal trust within negotiations: meta-analytic evidence, critical contingencies, and directions for future research. Academy of Management Journal, 57, 1235–55.CrossRefGoogle Scholar
, , and (2012). The mindful negotiator: Strategic emotion management and well-being. In and (eds.), The Oxford handbook of positive organizational scholarship. New York: Oxford University Press, pp. 591–600.Google Scholar
(2010). From adversity to relationality: a Buddhist-oriented relational view of integrative negotiation and mediation. Ohio State Journal of Dispute Resolution, 25, 931–74.Google Scholar
and (2008). Psychological influence in negotiation: an introduction long overdue. Journal of Management, 34, 509–31.CrossRefGoogle Scholar
, , and (2008). Human abilities: emotional intelligence. Annual Review of Psychology, 59, 507–36.CrossRefGoogle ScholarPubMed
, , and (2004). Emotional intelligence: theory, findings, and implications. Psychological Inquiry, 15, 197–215.CrossRefGoogle Scholar
(2006). Relationships and negotiations in context. In (ed.), Negotiation theory and research. Madison, CT: Psychological Press, pp. 129–33.Google Scholar
and (2002). Improvisation and the logic of exchange in socially embedded transactions. Administrative Science Quarterly, 47, 442–73.CrossRefGoogle Scholar
and (1998). Organizational improvisation and organizational memory. Academy of Management Review, 23, 698–723.CrossRefGoogle Scholar
and (2009). Flow theory and research. In and (eds.), Oxford handbook of positive psychology. 2nd edn. Oxford University Press, pp. 195–206.Google Scholar
(2004). An evaluation of dual-process theories of reasoning. Psychonomic Bulletin and Review, 11, 988–1010.CrossRefGoogle Scholar
and (1986). Social conflict: escalation, stalemate, and settlement. New York: Random House.Google Scholar
(2005). Flow in knowledge work: high performance experience in the design of national security technology. Administrative Science Quarterly, 50, 610–41.CrossRefGoogle Scholar
and (2014). The influence of mindful attention on value claiming in distributive negotiations: evidence from four laboratory experiments. Mindfulness, 5(6), 756–66.CrossRefGoogle Scholar
(2004). Mindfulness: foundational training for dispute resolution. Journal of Legal Education, 54, 79–90.Google Scholar
(2010). Annual Saltman Lecture. Further beyond reason: emotions, the core concerns, and mindfulness in negotiation. Nevada Law Journal, 10, 289–337.Google Scholar
(2001). Enriching or depleting: the dynamics of engagement in work and family roles. Administrative Science Quarterly, 46, 655–84.CrossRefGoogle Scholar
and (2011). Emotional intelligence mediates the relationship between mindfulness and subjective well-being. Personality and Individual Differences, 50, 1116–19.CrossRefGoogle Scholar
(2002). Two systems of reasoning. In , , and (eds.), Heuristics and biases: the psychology of intuitive judgment. Cambridge University Press, pp. 379–98.Google Scholar
and (2000). Dual-process models in social and cognitive psychology: conceptual integration and links to underlying memory systems. Personality and Social Psychology Review, 4, 108–31.CrossRefGoogle Scholar
and (1974). Openness to absorbing and self-altering experiences (“absorption”), a trait related to hypnotic susceptibility. Journal of Abnormal Psychology, 83, 268–77.CrossRefGoogle Scholar
(1990). Negotiation behavior and outcomes: empirical evidence and theoretical issues. Psychological Bulletin, 108, 515–32.CrossRefGoogle Scholar
and (1992). Egocentric interpretations of fairness and interpersonal conflict. Organizational Behavior and Human Decision Processes, 51, 176–97.CrossRefGoogle Scholar
, , and (2004). The evolution of cognition and biases in negotiation research: an examination of cognition, social perception, motivation, and emotion. In and (eds.), The handbook of negotiation and culture. San Francisco, CA: Stanford University Press, pp.7–44.Google Scholar
, , and (2009). Trust congruence among integrative negotiators as a predictor of joint-behavioral outcomes. International Journal of Conflict Management, 20, 173–87.CrossRefGoogle Scholar
, , , and (1997). Development of prosocial, individualistic, and competitive orientations: theory and preliminary evidence. Journal of Personality and Social Psychology, 73, 733–46.CrossRefGoogle ScholarPubMed
, , and (2011). Emotional intelligence: sine qua non of leadership or folderol?Academy of Management Perspectives, 25, 45–59.CrossRefGoogle Scholar