On the basis of the conduction of the IPIP test, I was being able to comprehend and evaluate the inner strengths that I possess, which can also be utilized for my professional purpose. Accordingly, the top scores generated by the test were in the areas of Agreeableness (98) and Extraversion (93). Hence, the remaining part of my assignment is a critical discussion and evaluation of the personal strengths I possess, and the possible application of the same in my professional domain. A variety of literary articles and research reports claim that these two attributes can enhance the negotiating skills of an employee. Hence, the assignment seeks to address how these strengths can help me assume the role of an effective negotiator.
1. Agreeableness is an integral behavioral trait that enables an individual to be more skilled, resourceful and tactful, while dealing with tough situations. People who are usually agreeable are less disruptive and less aggressive, and this largely helps people to mingle, and get along with other people. Even if a person possesses an ideology apparently contradicting the ideology of the second one, if the former is agreeable he can easily influence the latter (Cote et al. 2011).
Being a highly agreeable individual, I can make friends with any one, and the opposite party finds it easier and less stressful to argue with me or contradict my personal opinion. Agreeable people usually tend to have an open, flexible approach to the other persons, and thus their behavior does not happen to infuriate anyone. Similarly, being an agreeable person, I can easily resolve disputes or differences of opinions, by retaining my composure and listening patiently to the perspective of the opposite party as well (Kersten and Hernandez 2016).
2. The emotional preparedness is a major key to the success in any form of negotiation. Prior to nay negotiation, I plan and try to work on the desired behavior while making negotiations. An agreeable individual is usual considerate and can patiently listen to and consider the perspective of other people, before putting forward his own opinion (Oveis et al. 2010). Thus, patience and composure are the two important qualities that should be incorporated while making negotiations. Hence, if the situation at hand is emotionally charged, I ensure that I retain my calm and composure, without expressing unnecessary emotions. Being an agreeable person, I have a calm, friendly approach that barely excites my opponent, yet before any sort of negotiation, I prepare myself in a way so that I do not anger my opponents (Grant and Wrzesniewski 2010).
3. Extraversion is an important personality trait that defines the nature of people who usually love to socialize, openly communicate and freely participate in any sort of action. An important aspect of negotiation related activity involves the process of decision-making. Hence, an extroverted person is more likely to negotiate successfully with a third party rather than a person who is more of a private person. An extroverted person can take others easily in his own confidence, and exercise his influence over the other, without making him wary of the same (Ellis and Young 2013). An extroverted individual usually has an outgoing, pleasant and approachable personality that helps him to take other people into confidence. (Rojot 2016) Above all, owing to the effective communication skills that usually each extrovert individual possesses, the opposing party can also be easily persuaded to settle and resolve the differences.
As suggested by my high score in extraversion, I am highly an extroverted person. I am an eloquent speaker, and I can easily take other people into confidence, and influence them to submit to my decision. Being an extroverted person, I can get along with other people easily, and create a rapport with them. Extroverted people can be good negotiators as they can out forward their viewpoints, and the benefits inherent in the same, in a more direct and straightforward fashion (De Wit et al. 2012). The main advantage of negotiating matters through extroverted people is that they usually do not have anxiety problems, while communicating their perspectives. Thus, they can establish their arguments in a more persuasive way, convince the third party, without angering or exciting anyone in the process (Huang 2010). I am able to gel with people, accept their vantage points, and show a sense of understanding towards their social perspectives. Since I can freely communicate and mingle, I can easily form rapport that helps me to win the credibility of the opposite person (Montes 2012). Finally, my interactive skills and a positive approach to the problem help me resolve the differences, and ensure the desired outcome.
4. Being an extrovert, I do not have to groom my soft skills that much. Usually, I do not have any communication problem, while putting forth and explaining my standpoint. However, often an extroverted individual tends to digress, while conducting himself in an important affair. Hence, before going out for negotiation, I try to meditate, so that I can reflect and ponder over the issue to be negotiated . An organized approach is needed, and owing to an extroverted nature, I often tend to get carried away by unnecessary or not so important ideas. Hence, I try to arrange my thoughts and ideas systematically, and practice communicating the same to my opposite person (Wall and Dunne 2012).
After analyzing and evaluating the above research findings, I have come to the conclusion that being an extroverted person, as well as someone possessing an agreeable personality I have impressive communication and persuasive skills that can help me in negotiation. However, I need to ensure that I remain focused and composed while seeking to negotiate.
Côté, S., Kraus, M.W., Cheng, B.H., Oveis, C., Van der Löwe, I., Lian, H. and Keltner, D., 2011. Social power facilitates the effect of prosocial orientation on empathic accuracy. Journal of personality and social psychology, 101(2), p.217.
De Wit, F.R., Greer, L.L. and Jehn, K.A., 2012. The paradox of intragroup conflict: a meta-analysis.
Ellis, A.W. and Young, A.W., 2013. Human cognitive neuropsychology: A textbook with readings. Psychology Press.
Grant, A.M. and Wrzesniewski, A., 2010. I won’t let you down… or will I? Core self-evaluations, other-orientation, anticipated guilt and gratitude, and job performance. Journal of Applied Psychology, 95(1), p.108.
Huang, J.C., 2010. Unbundling task conflict and relationship conflict: The moderating role of team goal orientation and conflict management. International Journal of Conflict Management, 21(3), pp.334-355.
Kersten, G.E. and Hernández, J.E., 2016. Group Decision and Negotiation.
Montes, C., Rodríguez, D. and Serrano, G., 2012. Affective choice of conflict management styles. International Journal of Conflict Management, 23(1), pp.6-18.
Oveis, C., Horberg, E.J. and Keltner, D., 2010. Compassion, pride, and social intuitions of self-other similarity. Journal of personality and social psychology, 98(4), p.618.
Rojot, J., 2016. Negotiation: from theory to practice. Springer.
Wall, J.A. and Dunne, T.C., 2012. Mediation research: A current review. Negotiation Journal, 28(2), pp.217-244.
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