Contingent Use of Negotiators’ Tactics in Construction Dispute Negotiation

In the course of negotiation, negotiators’ tactics should be responsive to the situational factors. This is commonly described as the contingent use of negotiators’ tactics. This study examines this concept in construction dispute negotiation and has three stages of work. Stage 1 develops taxonomies of the three construction dispute negotiation dimensions: dispute sources, negotiators’ tactics, and negotiation outcomes by exploratory factor analysis. A structural equation modeling is also used to confirm the taxonomies. Stage 2 examines the contingent use of negotiators’ tactics on outcomes respective to the dispute sources through the use of moderated multiple regression (MMR). Stage 3 discusses the findings. The dispute source, “Delay” is found to be a universal moderator in the MMR analysis of the tactic-outcome relationships. That means when the dispute source is delay, a wide range of negotiators’ tactics can be used, respective to outcome intended. It is also found that the most versatile tactics are those that seek progress. This group of tactics is effective in almost every group of dispute source and, in general, positive results can be expected. However, aggressive and assertive tactics should be used restrictively, as they will only be useful against a compromising negotiation counterpart.     

Communicating in Dynamic Conditions: How Do On-Site Construction Project Managers Do It?

A great many of today’s construction projects are characterized by high levels of dynamics, namely, the combined effect of complexity, uncertainty, and speed. Managing projects under such conditions is difficult and challenging, and the question is asked: How do managers do it? Aspiring to answer this question, ten excellent on-site construction project managers were systematically observed during one workweek each, within an extensive study that examined their performance in their dynamic management environments. The structured observation and documentation and the analysis that followed them enabled us to characterize the managers’ work and exposed their unique modes of operation through which they consistently excel in their work. Among many aspects addressed by the said study, this paper focuses on communication and, using various measures, examines the intensiveness and extensiveness of communication performed by the PMs in the broad context of their work. The study found that the on-site construction PMs were strongly oriented toward verbal communication of information (during nearly 80% of their activities and time); they spent a major portion of their workdays in meetings (during 60% of their activities, and of which nearly 80% were unplanned); and they showed clear preference for interacting informally with no more than one or two other persons (during 93% of their activities and 88% of the time). The unique knowledge base resulting from this study constitutes a potential contribution for practitioners who are required to function in similar dynamic work environments, as well as for students, teachers, and researchers of construction management.     

Big Five predictors of behavior and perceptions in initial dyadic interactions: Personality similarity helps extraverts and introverts, but hurts “disagreeables”.

The authors used the unstructured dyadic interaction paradigm to examine the effects of gender and the Big Five personality traits on dyad members’ behaviors and perceptions in 87 initial, unstructured interactions. Most of the significant Big Five effects (84%) were associated with the traits of Extraversion and Agreeableness. There were several significant actor and partner effects for both of these traits. However, the most interesting and novel effects took the form of significant Actor × Partner interactions. Personality similarity resulted in relatively good initial interactions for dyads composed of 2 extraverts or 2 introverts, when compared with dissimilar (extravert–introvert) pairs. However, personality similarity resulted in uniquely poor initial interactions for dyads composed of 2 “disagreeables.” In summary, the Big Five traits predict behavior and perceptions in initial dyadic interactions, not just in the form of actor and partner “main effects” but also in the form of Actor × Partner interactions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A periodic table of personality elements? The "Big Five" and trait "psychology" in critical perspective.

Within contemporary personality psychology there is widespread consensus that, at long last, the basic elements of the human personality have been empirically discovered, and that the systematic search for the underlying causes and consequences of personality differences can be pursued on this basis. The putatively basic trait dimensions are neuroticism, extraversion, openness, agreeableness, and conscientiousness, and are referred to collectively as the Big Five. In the present article, this perspective on the psychology of personality is examined critically and found wanting. It is argued that neither the Big Five framework in particular nor trait psychology more generally is adequate as the basis for a scientific psychology of the human person. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The “CEO” of women's work lives: How Big Five Conscientiousness, Extraversion, and Openness predict 50 years of work experiences in a changing sociocultural context.

Few long-term longitudinal studies have examined how dimensions of personality are related to work lives, especially in women. We propose a life-course framework for studying work over time, from preparatory activities (in the 20s) to descending work involvement (after age 60), using 50 years of life data from the women in the Mills Longitudinal Study. We hypothesized differential work effects for Extraversion (work as pursuit of rewards), Openness (work as self-actualization), and Conscientiousness (work as duty) and measured these 3 traits as predictor variables when the women were still in college. In a prospective longitudinal design, we then studied how these traits predicted the women's subsequent work lives from young adulthood to age 70 and how these effects depended on the changing sociocultural context. Specifically, the young adulthood of the Mills women in the mid-1960s was rigidly gender typed and family oriented; neither work nor education variables at that time were predicted from earlier personality traits. However, as women's roles changed, later work variables became related to all 3 traits, as expected from current Big Five theory and research. For example, early personality traits predicted the timing of involvement in work, the kinds of jobs chosen, and the status and satisfaction achieved, as well as continued work participation and financial security in late adulthood. Early traits were also linked to specific cultural influences, such as the traditional feminine role, the women's movement, and graduate education for careers. (PsycINFO Database Record (c) 2011 APA, all rights reserved)