We negotiate every day for different purposes, and each day we experience emotions, both positive and negative. When negotiating, formally or informally, with family or in the organizational workplace we often do not know how to handle ourselves, yet alone the emotions of the other person or group.
As educated people, we often try to ignore the influence of emotions on decision-making. Neuroscience evidence now shows that sound and rational decision making is contingent on prior accurate emotional processing. The basis for this is the somatic marker hypothesis. The somatic marker hypothesis provides a systems level neuroanatomical and cognitive framework for decision-making, the ...view middle of the document...
Whilst a rush of adrenaline and hormones generate a pulse of energy strong enough for vigorous action. Several accounts of persons seeing red and losing control are reported every day. Alternatively, when we experience surprise, our facial expression actually serves a purpose. The lifting of the eyebrows allows taking in a larger visual sweep and allows the retinas to receive more light. This allows for more information about the unexpected event to be processed so we can understand what is occurring and develop a reaction (Goleman, 2005). Over time, within our brain, these markers are processed and associations occur during decision-making and can bias our cognitive processing and our decision of how to act or proceed in a given situation (Bechara & Damasio, 2000).
Controlling those emotions and understanding where and what markers cause the stimulation is essential. We must take the emotional side out of the equation and utilize logic and understanding of emotion in its place. If we are truly emotional, we are no good to anyone in a negotiation, especially ourselves.
Using “Emotional Intelligence” or EQ, we can identify, assess, and control the emotions of ourselves, others, and groups. It also allows us to communicate effectively, be empathetic, overcome challenges, and defuse conflict. Emotional intelligence affects several different aspects of our daily life. Not only is it beneficial in negotiation situations for organizations, but also in interactions with coworkers, siblings, and spouses.
Four core skills make up emotional intelligence that fall under two primary competencies: personal competence and social competence. Personal competence is composed of self-awareness and self-management skills, which focus more on individuals than on interactions with other people. Personal competence is the ability to stay aware of personal emotions and manage individual behavior and tendencies. Self-awareness is the ability to accurately perceive your emotions and stay aware of them as they happen. Self-management is the ability to use awareness of your emotions to stay flexible and positively direct individual behavior (Goleman, 2005).
Social competence is composed of social awareness and relationship management skills. Social competence is the ability to understand other people’s moods, behavior, and motives in order to improve the quality of relationships. Social Awareness is the ability to accurately notice emotions in other people and understand what is really going on. Relationship Management is the ability to use awareness of your emotions and the others’ emotions to manage interactions successfully (Goleman, 2005).
We must combine these four core skills and employ them effectively to achieve our desired end state. If we fail to incorporate either competence we may only be reading or perceiving part of the emotional environment we will be negotiating in. The key underlying point of these competencies is the ability to listen...