The document discusses key temperaments in negotiation - harmonizer, controller, pragmatist, and action seeker - which are based on Jungian preferences of sensing/intuiting and judging/perceiving. Each temperament has a profile describing their general approach and what happens when they get "out of control". The document also discusses how other personality factors can affect one's temperament and increase the risk of certain negative behaviors during negotiation.

1. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Chapter 5
Key Negotiating Temperaments

2. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Key Negotiating Temperaments
Two Jungian preferences are key to negotiation temperament:
 Sensing/Intuiting—manner of taking in information.
 Judging/Perceiving—way of interacting with the world.

3. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Sensors and Intuitors at the
Negotiating Table
 Sensors see detail and seek detail and precision.
 Intuitors see generalities and seek concepts and
correlations.
 Sensors like to give and receive facts and data.
 Intuitors like to give and receive the big picture.

4. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Judgers and Perceivers at the
Negotiating Table
 Judgers prefer order, anticipate deadlines, and
seek closure.
 Perceivers prefer randomness, are not bothered
by deadlines, and prefer postponing.

5. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Four Principle Negotiating
Temperaments
 Harmonizer—Intuitor/Perceiver
 Controller—Intuitor/Judger
 Pragmatist—Sensor/Judger
 Action Seeker—Sensor/Perceiver

6. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Profile of the Harmonizer
 Broad perspective, conceptual theorizing,
discussion of multiple issues simultaneously,
resistant to time pressure, exhibits an open-
ended, general, and theoretical approach.
 Out of control the harmonizer becomes the
pacifier, which makes for poor decisions.

7. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Profile of the Controller
 Broad perspective, conceptual theorizing,
discussion of multiple issues, demonstrates a
sense of the big picture with clear resolve.
 Out of control the controller becomes the bull,
which comes with rigidity making resolution
impossible.

8. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Profile of the Pragmatist
 Focus on detail, sequence, and order, penchant
for concrete support, decisiveness, stubborn
resolve, and impatience.
 Out of control the pragmatist becomes the
street fighter, which creates extreme
competitiveness and potential hurt of someone.

9. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Profile of the Action Seeker
 Focus on detail and sequence, spontaneity,
flexibility, and at times hyperactivity.
 Out of control the action seeker becomes the
high roller, which may cause risk taking and big
loss.

10. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Quick Recognition of Temperament
 Harmonizer–general and open-ended approach.
 Controller–big picture approach and resolve.
 Pragmatist–focus on detail and stubborn resolve.
 Action Seeker–detailed approach and
spontaneity.

11. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Effects of Other Personality Factors
 Harmonizer + High Affiliation Need, High
Social Power Need, Low Conscientiousness =
Risk of Pacifying
 Action Seeker + Low Conscientiousness, Low
Emotional Stability = Risk of High Roller
 Judger + High Personal Power Need, High
Competitiveness = Risk of Bull or Street Fighter

12. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Other Personality Factors
 Convergers with high achievement need, high
competitiveness, or high conscientiousness may
tend toward the controller profile.
 Divergers with low conscientiousness and low
achievement need may tend toward the action
seeker profile.

13. PRENTICE HALL
©2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette
Correlations
 Right-brain dominance is related to the intuiting preference.
 Left-brain dominance is related to the sensing preference.
 Accommodating learning style is related to sensing and
extroversion.
 Assimilating learning style is related to intuiting and
introversion.
 High conscientiousness appears similar to judging
preference behavior.
 Type A behavior assimilates judging preference behavior.