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Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts

Research output: Journal contributions › Journal articles › Research › peer-review

Standard

Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts. / Schuster, Carolin; Harinck, Fieke; Trötschel, Roman.
In: Negotiation and Conflict Management Research, Vol. 16, No. 1, 01.02.2023, p. 80-99.

Research output: Journal contributions › Journal articles › Research › peer-review

Harvard

Schuster, C, Harinck, F & Trötschel, R 2023, 'Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts', Negotiation and Conflict Management Research, vol. 16, no. 1, pp. 80-99. https://doi.org/10.34891/2022.0544

APA

Schuster, C., Harinck, F., & Trötschel, R. (2023). Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts. Negotiation and Conflict Management Research, 16(1), 80-99. https://doi.org/10.34891/2022.0544

Vancouver

Schuster C, Harinck F, Trötschel R. Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts. Negotiation and Conflict Management Research. 2023 Feb 1;16(1):80-99. doi: 10.34891/2022.0544

Bibtex

@article{f488d7d3c6f2441e9530c8cc21f734c6,
title = "Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts",
abstract = "The present study tests the effectiveness of a mindset intervention for negotiators in value-driven conflicts. We hypothesize that this intervention fosters integrative negotiation behaviors and subjective outcomes. In an experimental 2 (motive: value vs. utility) by 2 (intervention: mindset vs. control) design, 253 participants negotiated online with a simulated counterpart. In contrast to predictions, the mindset led to more integrative trade-offs among utility-driven but not value-driven negotiators. However, the results support the effectiveness of the mindset intervention to improve subjective outcomes of value-driven negotiators. Without the intervention, they perceive the negotiation outcome as significantly less positive than utility-driven negotiators with the same objective outcome. In addition, explorative analyses show that without the mindset intervention, value-driven negotiators respect their counterpart less as a person of equal worth than utility-driven negotiators; this is no longer the case after activating the integrative mindset. The implications of these findings for resolving value conflicts and improving tolerance between parties with different value priorities are discussed.",
keywords = "Psychology, Negotiation",
author = "Carolin Schuster and Fieke Harinck and Roman Tr{\"o}tschel",
note = "Publisher Copyright: {\textcopyright} 2023 International Association for Conflict Management.",
year = "2023",
month = feb,
day = "1",
doi = "10.34891/2022.0544",
language = "English",
volume = "16",
pages = "80--99",
journal = "Negotiation and Conflict Management Research",
issn = "1750-4708",
publisher = "John Wiley & Sons Inc.",
number = "1",

}

RIS

TY - JOUR

T1 - Activating an Integrative Mindset Improves the Subjective Outcomes of Value-Driven Conflicts

AU - Schuster, Carolin

AU - Harinck, Fieke

AU - Trötschel, Roman

N1 - Publisher Copyright: © 2023 International Association for Conflict Management.

PY - 2023/2/1

Y1 - 2023/2/1

N2 - The present study tests the effectiveness of a mindset intervention for negotiators in value-driven conflicts. We hypothesize that this intervention fosters integrative negotiation behaviors and subjective outcomes. In an experimental 2 (motive: value vs. utility) by 2 (intervention: mindset vs. control) design, 253 participants negotiated online with a simulated counterpart. In contrast to predictions, the mindset led to more integrative trade-offs among utility-driven but not value-driven negotiators. However, the results support the effectiveness of the mindset intervention to improve subjective outcomes of value-driven negotiators. Without the intervention, they perceive the negotiation outcome as significantly less positive than utility-driven negotiators with the same objective outcome. In addition, explorative analyses show that without the mindset intervention, value-driven negotiators respect their counterpart less as a person of equal worth than utility-driven negotiators; this is no longer the case after activating the integrative mindset. The implications of these findings for resolving value conflicts and improving tolerance between parties with different value priorities are discussed.

AB - The present study tests the effectiveness of a mindset intervention for negotiators in value-driven conflicts. We hypothesize that this intervention fosters integrative negotiation behaviors and subjective outcomes. In an experimental 2 (motive: value vs. utility) by 2 (intervention: mindset vs. control) design, 253 participants negotiated online with a simulated counterpart. In contrast to predictions, the mindset led to more integrative trade-offs among utility-driven but not value-driven negotiators. However, the results support the effectiveness of the mindset intervention to improve subjective outcomes of value-driven negotiators. Without the intervention, they perceive the negotiation outcome as significantly less positive than utility-driven negotiators with the same objective outcome. In addition, explorative analyses show that without the mindset intervention, value-driven negotiators respect their counterpart less as a person of equal worth than utility-driven negotiators; this is no longer the case after activating the integrative mindset. The implications of these findings for resolving value conflicts and improving tolerance between parties with different value priorities are discussed.

KW - Psychology

KW - Negotiation

UR - http://www.scopus.com/inward/record.url?scp=85149225598&partnerID=8YFLogxK

U2 - 10.34891/2022.0544

DO - 10.34891/2022.0544

M3 - Journal articles

AN - SCOPUS:85149225598

VL - 16

SP - 80

EP - 99

JO - Negotiation and Conflict Management Research

JF - Negotiation and Conflict Management Research

SN - 1750-4708

IS - 1

ER -

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DOI