Creativity in Multi-Party Negotiations

Reaching integrative agreements in negotiation is a challenging task (De Dreu & Nijstad, 2008; Wilson & Thompson, 2014). It requires the consideration one's own interests, as well as forming an understanding of the counterpart's interest, and inventing creative ways to satisfy both (Lewicki, Saunders & Barry, 2006). Maximizing collective benefit gets even more difficult, when more than two parties are involved in the negotiation, as strategic, social and procedural complexity increases (Bazerman, Curhan, Moore & Valley, 2000). The current project sets out to explore the role of creativity in multi-party negotiation. Results of a laboratory experiment (N = 160) suggested that social motive and power position affect negotiator’s situated creativity: In cooperative groups, powerful team leader showed more flexible thinking than powerless group members, while in individualistic groups, powerful group leaders showed less flexible thinking than powerless group members.