IndexIntroductionConflicts: the cause of negotiationDistributive and integrative negotiationHard bargainer in personal negotiationSoft bargainer in personal negotiationFunctions of emotionsDecision-making function in negotiationMotivational functionConclusionWorks CitedIntroductionIf people are bargaining for the price of a flourish from florist around the corner or engage in a personal negotiation experience, negotiations happen every day for different reasons. However, there still remains a misunderstanding about the negotiations which often jeopardizes the outcome of the negotiations. Most people think that negotiation is a sequence of rational decision-making processes but, in reality, negotiation involves a dimension that is most often underestimated or ignored: emotions. They could be positive emotions like happiness or negative emotions like disappointment and guilt, but what they all have in common is that they have a significant impact on negotiations. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayThis lack of awareness about the influence of emotions on negotiations often leads to negotiation strategies that ignore emotions, even though recognizing and using emotions can significantly improve the negotiation experience and outcomes. Based on the assumption that emotions influence negotiations, this thesis focuses on the question of how different emotions influence negotiation and what skills and knowledge are needed to improve negotiations through emotional intelligence.Conflicts: the cause of negotiationThe precondition for every Negotiation is the existence of a conflict because there would be no need for a negotiation if all the people involved had corresponding interests. A conflict can, in general, be defined “as an interactive process that manifests itself in incompatibility, disagreement or dissonance within or between social entities (i.e. individual, group, organization, etc.). Conflicts include opposing interests between individuals or groups. For a conflict to exist, interests must be recognized by all parties. Every conflict involves each party's belief that the other party will hinder, or has already hindered, its interests. A conflict is a process that develops from existing relationships and past interactions. The actions of one party result in thwarting the objectives of the other. Characteristics shared by all negotiations, whether formal or informal. Negotiation involves two or more individuals , groups or organizations. A conflict exists between the parties that focuses on needs and desires. Negotiation is a voluntary process based on the idea of ​​improving one's position. The fundamental principle of negotiation is a process of give and take. Negotiation occurs to find a solution to conflicts where there is no common understanding of how to resolve them. Negotiations always involve tangible (e.g. money or quantity) and intangible factors. Distributive and Integrative NegotiationDistributive negotiations are often referred to as competitive, win-lose, or zero-sum negotiations. In distributive bargaining, the negotiating parties bargain over fixed and limited resources. The interests of both sides are equal, or at least appear to be, and a conflict exists in which the victory of one side results in a loss for the other. Due to the limited amount of resources and parity of interests, negotiators only share information when it offers an advantage. Fundamentally, distributive negotiations are a one-win competitionpart. In contrast, integrative negotiations are more cooperative and focus on finding win-win agreements. The key element of integrative negotiations is a free flow of information that allows negotiating parties to identify interests. Based on the similarities and differences between individual interests, disputing parties can identify, develop and select alternatives that satisfy both parties. Because of the exchange of information, integrative negotiations often lead to increasing the size of the initial “pie” rather than distributing it. Negotiations can be integrative or distributive and, in terms of efficiency and fairness, the negotiators involved have a greater impact on the type of negotiation. The Tough Negotiator in Personal Negotiation The first type of negotiator is the tough negotiator. In general, people associate the tough negotiator with the stereotype of a person who never gives up his position and takes the lead in distributive negotiations. He sees every negotiation as a rivalry in which the negotiator who insists on the most extreme demands and has the most patience will be in the most powerful position. This unwavering desire to win can result in a mirror effect in which the opposing party reacts with similar competitive behavior. A simple example of the concept of hard bargaining can already be observed among children. Imagine the situation of a mother who is doing the shopping for the week with her 4-year-old son. After the initial shopping, the child insists on receiving a package of sweets which is rejected by the mother. By rationally explaining that there is still candy at home and that there is no need for another package, the mother thinks she can convince the child not to insist on his demands. However, the child begins to cry and fight at the register to get his candy. A rational approach will not always convince a tough negotiator to back down from his demands. Unless one party gives in, such competitive behavior often results in distributive negotiations in which both parties exhaust their resources, damage their interpersonal relationships, and yet often fail to reach a common agreement. The Soft Bargainer in Personal Negotiation The opposite of the hard bargainer is the soft bargainer. Soft negotiators are less interested in insisting on their position than in avoiding personal conflicts with the other side. To reach amicable solutions, the soft negotiator makes concessions and does not insist on his initial position. Especially when it comes to negotiations between soft and hard parties, the negotiation often ends in a win-lose distribution situation. These agreements can trigger emotional responses such as anger, fear or disgust towards the other negotiator that can jeopardize or even damage the personal and professional relationship. Projected on the example of the mother and son at the supermarket, the mother will likely follow the soft line bargaining approach and give in sooner or later to reach an agreement and prevent serious damage to the relationship. Functions of emotions The first important function of emotions is COMMUNICATION. Emotions are an essential factor that allows people to function in their social environment. Through expressive features such as speech, facial expressions, and body language, people communicate their emotions to show how they feel and what they think. First, expressed emotions allow other people to understand how we feel, and second, they have a direct impact on each other's behavior. For example, a person expressing fear can cause others to become fearful too, the.