Women and Negotiation

The study of women and negotiation has highlighted significant cognitive and behavioral differences based on gender dissonance.

Introduction

Despite repeatedly demonstrating their capabilities in bargaining, women continue to face marginalization and often fare worse at the negotiation table. This thesis seeks to delve into both internal (self-perception) and external (cultural and social) perception challenges faced by women during negotiations. It examines fundamental differences between genders and their approaches to similar situations globally.

Furthermore, this thesis explores social attitudes, perceptions, and stigmas related to gender identity and roles, as well as the consequent assumptions and inequalities they perpetuate—inequalities that are not only intrinsically unjust but also fiscally unsound.

With an ever-complex interplay of changing social, cultural, economic, and geopolitical landscapes, the ability to stand firm and negotiate is no longer a luxury but a necessity.

Cognitive and Behavioral Differences

The narratives and findings of various experts in the fields of negotiation and gender dissonance reveal the stark contrast between men and women in their desire, approach, and propensity to negotiate for what they want. This paper examines the challenges women face in corporate world negotiations based on stereotypical gender differences and how they are redefining and challenging deeply ingrained societal gender assumptions, emerging as successful negotiators on a global level.

“The American Association of University Women is releasing a new study that shows when men and women attend the same kind of college, pick the same major, and accept the same kind of job, on average, the woman will still earn 82 cents to every dollar that a man earns” (Coleman, 2012). Pay disparities and the lack of women in leadership roles in organizations worldwide reaffirm that this issue has transcended borders, industries, and time.

Negligible government initiatives, inherent gender biases, and expectations obstruct women’s efforts to fight for equal pay and top management positions. Several negotiation researchers have confirmed that companies perform better during economically turbulent times when they have women on their boards. Moreover, public offices with women in power tend to invest more in public goods, such as access to education and clean water (Harvard Kennedy School, 2019).

Societal Attitudes and Stereotypes

Hegewisch and Hartmann provide experimental evidence confirming that people generally still discriminate against women in the workplace, especially when they venture into traditionally male-dominated areas. Stereotypical assumptions dictate that men, even when unprepared, are combative, assertive, and proud of taking risks without being judged as demanding or difficult.

Women, conversely, are often anxious about the negative consequences associated with competitive achievement, fearing that competitive success will alienate them from others. While men are fierce, relentless, and focused on individual wins, women are mild, accommodating, and more likely to seek a win-win outcome, prioritizing relationship preservation (2019).

Surprisingly, a significant reason women struggle in negotiations is their reluctance to negotiate salaries. They often accept what is offered without questioning or exploring the potential for a better deal. This hesitation arises from an innate desire to be accepted and liked. Women are acutely aware that employers might view their demands unfavorably compared to those of their male counterparts, even when equally valid and deserving (Corbett & Hill, 2012).

The Impact of Early Socialization

The differences in negotiation styles between genders can be traced back to traditional societal roles and expectations. Men tend to be more aggressive and assertive, approaching negotiations with a winner-take-all mentality. In contrast, women are more emotional and empathetic, seeking out win-win solutions. These strategies are not only different but are also influenced by the distinct cultural processes boys and girls undergo.

Parents are typically more protective of their daughters than their sons. Boys are exposed to competitive situations early and taught the “thrill of victory and the agony of defeat” during their formative years, while girls are exposed to indirect competition, where one person’s success doesn’t necessarily signify another’s failure (Gail Evans, Play Like a Man, Win Like a Woman, 2000).

Confidence and Practice

Linda Babcock’s research highlights that many male graduate students teach their own courses while female students are often assigned as assistants because “more men ask. The women just don’t ask.” This reluctance to ask, whether for higher salaries or more help at home, underscores the need for women to reframe their interactions and evaluate their opportunities more accurately.

Negotiation—whether for salary, promotions, or even in everyday situations like dealing with noisy neighbors—doesn’t require intimidation or deceit. Women naturally seek affinity and common ground, prioritizing relationships and mutual best interests. This makes them more naturally disposed than men to produce collaborative, durable agreements that last and don’t induce lingering resentment. Practicing negotiation in small, everyday situations can build both experience and confidence. This practice could involve anything from returning a pair of jeans after the 30-day return period to negotiating for a better hotel room. Even a small difference in salary, such as $5,000, can translate into a significant financial impact over a woman’s career. As Beth Ann Day emphasizes, “If you don’t ask, you don’t get.”

Conclusion

Women in business possess unique skills that make them potentially more skilled negotiators than their male counterparts. They are more generous, better collaborators, and motivated to create win-win situations. Despite often being held back from promotions for being too “cooperative” and “compassionate,” men are beginning to recognize and incorporate these feminine strategies into their negotiating styles. The time for change is now. Women must continue to challenge outdated stereotypes, strive for equality, and demand equal treatment. Society must also raise men to appreciate the value of women and expect intelligence, heart, compassion, and hard work from the female gender. By demanding equality and utilizing their innate strengths in negotiations, women can transform their professional environments and achieve the recognition and respect they deserve.

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