Editors’ Note: In her well-known book on The Shadow Negotiation, Kolb focused .. 4 See Deborah M. Kolb & Judith Williams, Breakthrough Bargaining, in a dynamic we have come to call the “shadow negotiation” – the complex and “Breakthrough Bargaining,” by Deborah M. Kolb and Judith Williams, which. Breakthrough Bargaining. RM By Deborah M. Kolb and Judith Williams. Power moves; Process Breakthrough Bargaining. Negotiation.

Author: Julkree Kazit
Country: Turks & Caicos Islands
Language: English (Spanish)
Genre: Life
Published (Last): 20 February 2011
Pages: 240
PDF File Size: 3.90 Mb
ePub File Size: 19.41 Mb
ISBN: 604-4-27585-728-6
Downloads: 18536
Price: Free* [*Free Regsitration Required]
Uploader: Zulkir

In another organization, women were routinely offered positions with lesser titles than their male counterparts. A third way that a gender lens illuminates negotiation dynamics centers on bargaining as a relational system. This research, conducted by Kathleen McGinn, Hannah Riley Bowles, Linda Babcock and Michele Gelfand, indicates that gender differences are more likely hreakthrough be observed in distributive as opposed to integrative bargaining, when negotiators represent themselves rather than function as agents, and when situations are ambiguous as opposed to being structured.

Does Gender Make a Difference? A feminist view of relationships calls for kkolb such traditional concepts as interdependence and bargaining power.

Gender in Negotiation

Using this lens, we focus on what is silenced or ignored in the field. Second generation issues shape how gargaining plays out in workplace negotiations. Initially cast as individual differences, the field has moved to an interpretive and fluid conception of gender. Attending to these social processes expands the strategic repertoire necessary for effective negotiations and provides bargainers with opportunities to connect during the process.

A second conceptualization, promotive interdependence, stems from the integrative bargaining literature. This norm may work well for males, who are likely to be offered developmental opportunities in bargaininy strategic positions, but it does not work effectively for women, who often get offered human resource assignments, with questionable benefits to their careers.

Aspiring leaders are expected to willingly take on developmental opportunities—to refuse may preclude another offer. The power and positioning of a negotiator are not finally established at the outset of the bargaining; but can be continually contested. RWP, ; Gelfand, et al.

From this notion in extant theories, parties must be forced to recognize their joint dependence on each other by acknowledging that their fates are intertwined. Because most of the gender research occurs in the laboratory, the focus has been primarily on individuals in interaction. Interpretive Perspectives on Gender Interpretive perspectives shift the focus away from essentialist characteristics of brealthrough and women to the negotiation interaction itself.

Interaction Level and Gender Construction Gender can also become salient because others expect that and act as if gender matters. Individual Level and Gender Roles One way gender gets mobilized in negotiations concerns identity and how salient gender is to an individual negotiator.


Looking at negotiation through a postmodern lens highlights the sources and consequences of these power inequities. They shift the dynamics breakthrougb the shadow negotiation away from the adversarial–helping parties to save face–and thus build trust and encourage dialogue. In this way, gender is not an individual characteristic, but both a means and an outcome of the ways parties socially construct negotiation.

Interdependence is created through the way negotiators connect with each other to appreciate and understand how their lives are intertwined. To ask a question about differences between men and women assumes that gender is a stable attribute of individuals. These organizational factors discipline women, as well as other marginal groups, and make gender issues salient in everyday negotiations.

These strategic moves don’t guarantee that all bargainers will walk away winners, but they help to get stalled negotiations moving–out of the dark of unspoken power plays and into the light of true dialogue. Thus, connecting rather than strategic activity forms the nature barhaining interdependence. Assertiveness, self-orientation, and an instrumental focus may backfire against women. These strategies, such as casting the status quo in an unfavorable light, can help parties realize that they must negotiate: Putnam, Through the Looking Glass: This type of asymmetry has created double binds for women in other research arenas.

Second generation bargainning enacted in organizations define the contexts for negotiations. Unspoken, subtle parts of a bargaining process–also known as the shadow negotiation–can set the tone for a successful negotiation. Negotiation and the Gender Divide Another way to conceptualize gender in negotiation is not about individuals, nor the conditions under which gender becomes mobilized; but rather it focuses on kklb as an organizing principle of social life.

A double bind test for a woman leader is the question can she be a leader and a woman too? Second, the advice from this work may itself be gendered and subject to bargainjng stereotypes that people use to judge behavior.

Breakthrough Bargaining by Rajkamal Mazumdar on Prezi

Retweet on Twitter Riverdale Mediation Retweeted. From this perspective, gender is continually socially constructed, produced and reproduced. In essence, the guidelines for mutual gains negotiations—focusing on interests, identifying priorities, trading across differences—aim to promote interdependence. From this perspective, a focus on relationships, the skills of empathy, and breakthhrough ability to manage conflict and competition simultaneously are thought although not explicitly tested to be advantageous in negotiations.