Running head: perspective-taking and empathy in strategic interactions - why it pays to get inside the head of your opponent: the differential effects of perspective-taking and empathy in strategic interactions
Author: Galinsky, Adam D. ; Maddux, William W. ; White, Judith ; Gilin, DebraINSEAD Area: Organisational Behaviour Series: Working Paper ; 2007/60/OB Publisher: Fontainebleau : INSEAD, 2007.Language: EnglishDescription: 27 p.Type of document: INSEAD Working PaperAbstract: The current research explored whether two related yet distinct social competencies - perspective-taking (the cognitive capacity to consider the world from another's viewpoint) and empathy (the ability to emotionally connect with another) - have differential effects in strategic, mixed-motive interactions. Across three studies, using both individual difference measures and experimental manipulations, we found that perspective-taking increased individuals' ability to discover hidden agreements and to both create and claim resources at the bargaining table. However, empathy did not prove nearly as advantageous, and at times proved detrimental to deal discovery and individual profit. These results held regardless of whether the interaction was a negotiation in which a prima facie solution was not possible or a multiple-issue negotiation that required discovering mutually beneficial trade-offs. Although empathy is an essential tool in many aspects of social life, getting inside the head of one's opponents is more beneficial than having them inside one's own heart.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
|
Asia Campus Archives | Available | BC008065 | ||||
|
|
Europe Campus Archives | Available | BC008064 |
The current research explored whether two related yet distinct social competencies - perspective-taking (the cognitive capacity to consider the world from another's viewpoint) and empathy (the ability to emotionally connect with another) - have differential effects in strategic, mixed-motive interactions. Across three studies, using both individual difference measures and experimental manipulations, we found that perspective-taking increased individuals' ability to discover hidden agreements and to both create and claim resources at the bargaining table. However, empathy did not prove nearly as advantageous, and at times proved detrimental to deal discovery and individual profit. These results held regardless of whether the interaction was a negotiation in which a prima facie solution was not possible or a multiple-issue negotiation that required discovering mutually beneficial trade-offs. Although empathy is an essential tool in many aspects of social life, getting inside the head of one's opponents is more beneficial than having them inside one's own heart.
Do not digitize
There are no comments for this item.