Inventory Sheet Assessment Details

Inventory Sheet Assessment Details
1. Conflict Handling: Refer Conflict handling styles (5 conflict handling styles) in the text-book.
2. Big 5 Personality Traits
Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure,

unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity
and a preference for novelty and variety a person has. It is also described as the extent to which a person is
imaginative or independent, and depicts a personal preference for a variety of activities over strict routines.
Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully,
and aim for achievement; planned rather than spontaneous behavior; organized, and dependable.
Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, assertiveness, sociability and
the tendency to seek stimulation in the company of others.
Agreeableness: (friendly/compassionate vs. analytical/detached): A tendency to be compassionate and cooperative
rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature,
and whether a person is generally well tempered or not.
Emotional Stability (secure/confident vs. sensitive/nervous): Refers to emotional strength and ability to withstand
stress. Lower emotional stability means the tendency to experience unpleasant emotions easily, such
as anger, anxiety, and vulnerability.
Further Ref: https://hbr.org/2017/08/the-personality-traits-of-good-negotiators
Personality traits have been shown to exert a strong influence on the process (mainly Extroversion, Agreeableness
and Emotional Stability) and how negotiators feel post the negotiation.
3. Risk Orientation
How various people deal with risky situations and what their attitudes towards risk decisions are?
Attitudes towards risk decisions- Risk Aversion (preference to avoid) & Risk Propensity (preference to take risk)
4. Self-control /Discipline
Self-discipline: it's an everyday term, yet in negotiation it requires you to separate your behaviour from your
feelings and emotions.
It allows you to be what you need to be and what the situation demands of you, rather than behaving in a way that
satisfies your own emotions. Self-discipline does not require you to be a different person, but to fulfil the role
requirements at the time to help you perform. For example, remaining indifferent about the potential of a
proposal tabled may be more appropriate than showing enthusiasm or excitement. Having the self-discipline to
resist showing emotion helps you remain calm in appearance. This is not to suggest that you should remain
indifferent to all proposals made in your negotiations, but to be disciplined enough that you present the signals
you want the other party to read.
Negotiators need to understand how to behave, both verbally and non-verbally. Patience and the ability to handle
frustration is a quality found in most experienced negotiators. It is highly frustrating trying to get the other party to
agree to something they appear reluctant to do. However, this can be achieved by the use.
5. & 8: Inter-cultural Effectiveness

There is a growing need for executives and managers tend to think and feel and to learn how to act appropriately
in culturally diverse environment. The measure captures cross-cultural capabilities that facilitate negotiators’
ability to demonstrate cooperative, interest-based negotiation behaviors in a negotiation context that demanded
behavioral adaptation. The conflict studies have highlighted that high inter-cultural effectiveness is associated with
cross-cultural sensitivity and adjustment, task effectiveness during overseas assignments, and healthy
interpersonal relationships with culturally different individual.
6. Negotiation beliefs
Negotiation beliefs of an individual deals with the expected malleability of negotiating ability, affect performance
in essentially dyadic negotiations.
Negotiators who believe that negotiating attributes are malleable (incremental theorists) outperform negotiators
who believe negotiating attributes are fixed (entity theorists) negotiators’ implicit beliefs. This affects negotiators’
performance by altering how they respond to the challenges that inevitably occur at the bargaining table, with
incremental theorists being more persistent in the face of obstacles than entity theorists. Because most
negotiations are mixed motive, they require a balance of the tensions inherent in creating value (i.e., making
mutually beneficial trade-offs to expand the pie) and claiming value (i.e., securing resources for oneself).
7. Self-Efficacy
This is the belief that one can perform a novel or difficult tasks, or cope with adversity -- in various domains of
human functioning. Perceived self-efficacy facilitates goal-setting, effort investment, persistence in face of barriers
and recovery from setbacks. Having positive expectations or beliefs has been shown to be the single best predictor
of negotiation performance. That is, confidence that one can succeed has the strongest effect as individual
difference in negotiations. In the context of negotiation, it has been shown that those with higher self-efficacy tend
to have better negotiation success than those with low self-efficacy, as those with low self-efficacy anticipate
failure. Also, perceived self-efficacy has been found to be interactive with the transfer of cross-cultural training and
the performance of managers engaged cross-cultural assignments.
8. Creative tendencies
This measures the creative tendencies of an individual- a conception by an individual of an event or relationship
which, in the experience of the individual, did not previously exist. Creative tendencies in interactions help to be
able to view things in new ways or from a different perspective. And be able to generate new possibilities or new
alternatives. In the conflict or negotiation contexts, behaviours associated with creative tendencies are mainly
generating ideas, digging deeper into ideas, openness and courage to explore ideas, ease with complexity, flexible
and fluent thinking, curiosity, and fluent thinking ability.
9. Social information processing Skills and Awareness
The social information processing approach has been proven to be quite effective in identifying unique patterns of
social perceptions in negotiators as a function of their social behaviors. It deals with the ability to understand
others and the skill of successfully interacting with others. People clearly vary in their social intelligence; some
people are better than others. In negotiation, better understanding of social context would mean understanding of
relationships, configuration of the parties, social norms and values, and communication structures / explore the
traditional stages of information-processing theories—information distribution, representation, retrieval, and
judgment. Social information processing patterns have been found to also predict desirable, socially competent
behavior of the negotiator.

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Inventory Sheet Assessment Details

2. Big 5 Personality Traits

Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure,

5. & 8: Inter-cultural Effectiveness

9. Social information processing Skills and Awareness

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