The Impact of Emotion on Negotiation Behaviour During a Realistic Training Scenario

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Authors
  1. Thomson, M.H.
  2. Adams, B.D.
  3. Waldherr, S.
Corporate Authors
Defence R&D Canada - Toronto, Toronto ONT (CAN);Humansystems Inc, Guelph ONT (CAN)
Abstract
This experiment was conducted during a training exercise at a Canadian Forces Base. During this training exercise, military trainee teams confront a simulated human rights violation, in which they must negotiate with the person in charge (an armed police sergeant) in order to protect the lives of the civilians being violently abused and being made to dig what look like their own graves. This experiment explored the impact of emotion on military trainees’ negotiation behaviour and perceptions by varying the emotional intensity of the armed sergeant (Sgt) to be very angry and aggressive (experimental condition) or more neutral and yielding (baseline condition). Two competing theories suggest that an emotion like anger could influence negotiators in different ways. If “social contagion” occurs (van Kleef, De Dreu, and Manstead, 2004a) when facing an aggressive Sgt, his anger may transfer to the trainees, and they may behave more aggressively by making more demands and fewer concessions. In contrast, the ‘strategic choice’ theory predicts that trainees encountering an aggressive Sgt will be motivated to use his anger as information during the negotiation, thereby countering his demands with fewer demands and more concessions (van Kleef et al, 2004a). Thus, the social contagion hypothesis predicts that the trainees may show more aggressive behaviour toward an aggressive Sgt than toward a neutral Sgt, whereas the strategic choice hypothesis argues that the Sgt’s anger w

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Keywords
Moral;Ethical;Decision Making;Training;Canadian Forces;CF;Scenario-based Training;Emotion;Teams;Human Rights Violation
Report Number
DRDC-TORONTO-CR-2007-166 — Contractor Report
Date of publication
27 Nov 2007
Number of Pages
114
DSTKIM No
CA031129
CANDIS No
529852
Format(s):
Electronic Document(PDF)

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