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  • June 2017
  • Article
  • Management Science

The Surprising Effectiveness of Hostile Mediators

By: Ting Zhang, Francesca Gino and Michael I. Norton
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Abstract

Contrary to the tendency of mediators to defuse negative emotions between adversaries by treating them kindly, we demonstrate the surprising effectiveness of hostile mediators in resolving conflict. Hostile mediators generate greater willingness to reach agreements between adversaries (Experiment 1). Consequently, negotiators interacting with hostile mediators are better able to reach agreements in incentive-compatible negotiations than those interacting with nice mediators (Experiments 2). By serving as common enemies, hostile mediators cause adversaries in conflict to feel more connected and become more willing to reach agreement (Experiments 3 and 4). Finally, we manipulate the target of mediators’ hostility to document the moderating role of common enemies: mediators who directed their hostility toward both negotiators (bilateral hostility)—becoming a common enemy—increased willingness to reach agreement; those who directed hostility at just one negotiator (unilateral hostility) did not serve as common enemies, eliminating the hostile mediator effect (Experiment 5). We discuss theoretical and practical implications and suggest future directions.

Keywords

Mediation; Conflict; Negotiation; Hostility; Negotiation Style; Emotions; Conflict and Resolution

Citation

Zhang, Ting, Francesca Gino, and Michael I. Norton. "The Surprising Effectiveness of Hostile Mediators." Management Science 63, no. 6 (June 2017): 1972–1992.
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About The Authors

Ting Zhang

Organizational Behavior
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Francesca Gino

Negotiation, Organizations & Markets
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Michael I. Norton

Negotiation, Organizations & Markets
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More from the Authors
  • Mary Caroline Tillman at Egon Zehnder: Spotting Talent in the 21st Century By: Francesca Gino, Bradely R. Staats and Anne Marie Green
  • Laughter on Call: Injecting Conversational Levity By: Alison Wood Brooks, Michael I. Norton and F Katelynn Boland
  • You Need Two Leadership Gears: Know When to Take Charge and When to Get Out of the Way By: Lindy Greer, Francesca Gino and Robert Sutton
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