GENDER IN JOB NEGOTIATIONSTHREE THINGS TO REMEMBER
HANNAH RILEY BOWLESINTERNATIONAL WOMEN’S DAY 2012THE HELLER SCHOOL, BRANDEIS UNIVERSITY
Collaborators: May Al Dabbagh, Linda Babcock, Julia Bear, Lei Lai, Kathleen McGinn, Bobbi Thomason
International Women’s Day
“It is an occasion for looking back on past struggles and accomplishments, and more importantly, for looking ahead to the untapped potential and opportunities that await future generations of women.”
United Nations Womenwatch
International Women’s Day
“It is an occasion for looking back on past struggles and accomplishments, and more importantly, for looking ahead to the untapped potential and opportunities that await future generations of women.”
United Nations Womenwatch
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
Why Negotiation?
Negotiating the Path to Leadership
Negotiation is an essential process for gaining
resources and opportunities for the attainment
of leadership positions.
Potential leaders negotiate to…
Seize opportunities to expand their authority
Gain recognition and rewards
Overcome barriers or challenges
3 Ideas on Gender & Negotiation
#1 Women have less opportunity than men
#2 Ambiguity heightens potential for gender effects
#3 Gender in negotiation is a two-level game
3 Ideas on Gender & Negotiation
#1 Women have less opportunity than men
#2 Ambiguity heightens potential for gender effects
#3 Gender in negotiation is a two-level game
3 Ideas on Gender & Negotiation
#1 Women have less opportunity than men
#2 Ambiguity heightens potential for gender effects
#3 Gender in negotiation is a two-level game
3 Ideas on Gender & Negotiation
#1 Women have less opportunity than men
#2 Ambiguity heightens potential for gender effects
#3 Gender in negotiation is a two-level game
3 Ideas on Gender & Negotiation
#1 Women have less opportunity than men
#2 Ambiguity heightens potential for gender effects
#3 Gender in negotiation is a two-level game
Idea #1
Women have less opportunity than men to negotiate for career advancement
Social Networks
Influence access to information and career support
Gender Stereotypes
Inhibit women more than men from self-advocating in negotiations
Idea #1
Women have less opportunity than men to negotiate for career advancement
Social Networks
Influence access to information and career support
Gender Stereotypes
Inhibit women more than men from self-advocating in negotiations
Idea #1
Women have less opportunity than men to negotiate for career advancement
Social Networks
Influence access to information and career support
Gender Stereotypes
Inhibit women more than men from self-advocating in negotiations
Idea #1
Women have less opportunity than men to negotiate for career advancement
Social Networks
Influence access to information and career support
Gender Stereotypes
Inhibit women more than men from self-advocating in negotiations
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
****
Idea #1Unequal
Opportunity
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
****
Idea #1Unequal
Opportunity
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
Social Cost for Men
****
Idea #1Unequal
Opportunity
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
Social Cost for Women
Social Cost for Men
****
Idea #1Unequal
Opportunity
Global vs. Local
Studies conducted in Arab Gulf—Saudi Arabia (KSA) and United Arab Emirates (UAE) Rapidly globalizing region Foreign workers >80% private-
sector jobs (Arab Labor Organization, 2010)
Private-sector Lingua Franca is English
Mission of “reform universities” is to prepare local graduates for the global workplace (selected in KSA; nationwide in UAE)
Global vs. Local
Studies conducted in Arab Gulf—Saudi Arabia (KSA) and United Arab Emirates (UAE) Rapidly globalizing region Foreign workers >80% private-
sector jobs (Arab Labor Organization, 2010)
Private-sector Lingua Franca is English
Mission of “reform universities” is to prepare local graduates for the global workplace (selected in KSA; nationwide in UAE)
Global vs. Local
Studies conducted in Arab Gulf—Saudi Arabia (KSA) and United Arab Emirates (UAE) Rapidly globalizing region Foreign workers >80% private-
sector jobs (Arab Labor Organization, 2010)
Private-sector Lingua Franca is English
Mission of “reform universities” is to prepare local graduates for the global workplace (selected in KSA; nationwide in UAE)
Global vs. Local
Studies conducted in Arab Gulf—Saudi Arabia (KSA) and United Arab Emirates (UAE) Rapidly globalizing region Foreign workers >80% private-
sector jobs (Arab Labor Organization, 2010)
Private-sector Lingua Franca is English
Mission of “reform universities” is to prepare local graduates for the global workplace (selected in KSA; nationwide in UAE)
Global vs. Local
Studies conducted in Arab Gulf—Saudi Arabia (KSA) and United Arab Emirates (UAE) Rapidly globalizing region Foreign workers >80% private-
sector jobs (Arab Labor Organization, 2010)
Private-sector Lingua Franca is English
Mission of “reform universities” is to prepare local graduates for the global workplace (selected in KSA; nationwide in UAE)
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
Social Cost for Men
****
Idea #1Unequal
Opportunity
Negotiating Pay
F(1, 111) = 4.80, p = .03Bowles, Babcock & Lei (2007, Study 1)
4
5
6
7
Female Candidate Male Candidate
Wil
lin
gn
es
s to
Hir
e C
an
did
ate
No Negotiation Negotiation
Social Cost for Women
Social Cost for Men
****
Idea #1Unequal
Opportunity
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
Global/Local Work Cultures
Employee
Male National
Female National-0.30
-0.10
0.10
0.30
0.50
0.70
0.90
1.10
1.30
1.50
1 2
Soci
al C
ost
M d
iff in
Will
ingn
ess
to W
ork
with
Em
ploy
ee(N
o N
egoti
ate
-Neg
otiat
e)
Global Local
Social Cost for Women
Social Cost for Men
#1: Practical Implications
Individuals: Use your knowledge about gender stereotypes
“Relational Accounts” Employ legitimate
explanations that Demonstrate concern
for organizational relationships
Organizations: Do men and women feel equally comfortable negotiating?
Bowles & Babcock (2011)
#1: Practical Implications
Individuals: How can you use your knowledge about stereotypes?
“Relational Accounts” Employ legitimate
explanations that Demonstrate concern for
organizational relationships
Organizations: Do men and women feel equally comfortable negotiating?
Bowles & Babcock (2011)
#1: Practical Implications
Individuals: How can you use your knowledge about stereotypes?
“Relational Accounts” Employ legitimate
explanations that Demonstrate concern for
organizational relationships
Organizations: Do men and women feel equally comfortable negotiating?
Bowles & Babcock (2011)
#1: Practical Implications
Individuals: How can you use your knowledge about stereotypes?
“Relational Accounts” Employ legitimate
explanations that also Demonstrate concern for
organizational relationships
Organizations: Do men and women feel equally comfortable negotiating?
Bowles & Babcock (2011)
#1: Practical Implications
Individuals: How can you use your knowledge about stereotypes?
“Relational Accounts” Employ legitimate
explanations that also Demonstrate concern for
organizational relationships
Organizations: Do men and women feel equally comfortable negotiating?
Bowles & Babcock (2011)
Relational Accounts
Research Examples Supervisor Excuse Account
“My team leader during the training program told me
that I should talk with you about my compensation. It
wasn’t clear to us whether this salary offer represents
the top of the pay range. My team leader told me
there’s a range in term of how much managers are
paid in their first placement. He thought I should ask
to be paid at the top of that range and to explain that
I would also like to be eligible for an end of year
bonus.”
Relational Accounts
Research Examples Supervisor Excuse Account
“My team leader during the training program told me
that I should talk with you about my compensation. It
wasn’t clear to us whether this salary offer represents
the top of the pay range. My team leader told me
there’s a range in term of how much managers are
paid in their first placement. He thought I should ask
to be paid at the top of that range and to explain that
I would also like to be eligible for an end of year
bonus.”
Relational Accounts
Research Examples
Skill Contribution Account
[Negotiation Request] “I don’t know how
typical it is for people at my level to
negotiate, but I’m hopeful you’ll see my
skill at negotiating as something
important that I bring to the job.”
Relational Accounts
Executive Examples:
Sheryl Sandberg strategy:
“This is the last time you
and I are going to be
negotiating across the
table from one another,
and you want a head of
sales who negotiates…”
Facebook COO Sheryl Sandberg
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is. “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Woman is asked to lead a diversity initiative “How will be measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Woman is asked to lead a diversity initiative “How will be measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Woman is asked to lead a diversity initiative “How will be measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Senior woman is asked to lead a diversity initiative “How will be measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Senior woman is asked to lead a diversity initiative “How will we measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Relational Accounts
Executive Examples Senior executive finds for second time that
a male subordinate is paid more than she is “I am confident this is just a mistake. The company
does not want subordinates paid higher than their managers.”
Senior woman is asked to lead a diversity initiative “How will we measure this initiative’s contribution to
the bottom line?” “If you want this position to have the authority you
describe, then I think the compensation should be set at [X] level.”
Idea #2
Ambiguity heightens the potential for differential negotiation outcomes
Structural AmbiguityDegree of clarity about zone of possible agreement and appropriate standards for agreement(Bowles, Babcock, & McGinn, 2005)
Norm AmbiguityDegree of clarity about norms for appropriate negotiating behavior(Kray & Gelfand, 2009; Babcock & Bowles, 2009)
Idea #2
Ambiguity heightens the potential for differential negotiation outcomes
Structural AmbiguityDegree of clarity about zone of possible agreement and appropriate standards for agreement(Bowles, Babcock, & McGinn, 2005)
Norm AmbiguityDegree of clarity about norms for appropriate negotiating behavior(Kray & Gelfand, 2009; Babcock & Bowles, 2009)
Idea #2
Ambiguity heightens the potential for differential negotiation outcomes
Structural AmbiguityDegree of clarity about zone of possible agreement and appropriate standards for agreement(Bowles, Babcock, & McGinn, 2005)
Norm AmbiguityDegree of clarity about norms for appropriate negotiating behavior(Kray & Gelfand, 2009; Babcock & Bowles, 2009)
MBA Salary Outcomes
Controls work experience, job function, prev. salary,
job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap
Idea #2Ambiguity Matters
MBA Salary Outcomes
Controls work experience, job function, previous
salary, job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap (Bowles et al., 2005)
Idea #2Ambiguity Matters
MBA Salary Outcomes
Controls work experience, job function, previous
salary, job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap (Bowles et al., 2005)
Idea #2Ambiguity Matters
MBA Salary Outcomes
Controls work experience, job function, previous
salary, job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap (Bowles et al., 2005)
Idea #2Ambiguity Matters
MBA Salary Outcomes
Controls work experience, job function, previous
salary, job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap (Bowles et al., 2005)
Idea #2Ambiguity Matters
MBA Salary Outcomes
Controls work experience, job function, previous
salary, job offers, non-compensation preferences, etc. Overall gender gap ≈ $5,000
Conditions “Low Ambiguity” (70%): No gender
difference “High Ambiguity” (30%): $11,000
gender gap (Bowles et al., 2005)
Idea #2Ambiguity Matters
Executive Compensation
Studies suggest gender differences in executive compensation are greater in non-standardized forms of pay
Bonuses (Elvira & Graham, 2002)
Equity (Lyness & Thompson, 1997)
Idea #2Ambiguity Matters
Idea #2: Practical Implications
Organizations: How does one learn what is negotiable? More transparency is likely
to reduce gender differences in negotiated outcomes
Individuals: Women especially need to reach outside of convenience networks for comparison standards.
Idea #2: Practical Implications
Organizations: How does one learn what is negotiable? More transparency is likely
to reduce gender differences in negotiated outcomes
Individuals: Women especially need to reach outside of convenience networks for comparison standards.
Idea #2: Practical Implications
Organizations: How does one learn what is negotiable? More transparency is
likely to reduce gender differences in negotiated outcomes
Individuals: Where can you get the best information? Reach outside of
convenience networks
Idea #2: Practical Implications
Organizations: How does one learn what is negotiable? More transparency is
likely to reduce gender differences in negotiated outcomes
Individuals: Where can you get the best information? Reach outside of
convenience networks
Negotiations with employers are contingent on negotiations at home (Bowles & McGinn, 2008).
Idea #3: The Two-Level Game
Negotiations with employers are contingent on negotiations at home (Bowles & McGinn, 2008).
Idea #3: The Two-Level Game
Negotiations with employers are contingent on negotiations at home (Bowles & McGinn, 2008).
Idea #3: The Two-Level Game
Lilly Ledbetter’s Story
1996 Ledbetter received
“Top Performance” award from company
1997 Ledbetter earned
$44,724 in salary. Lowest paid man
doing same work earned $51,432.
Lilly Ledbetter’s Story
1996 Ledbetter received
“Top Performance” award from company
1997 Ledbetter earned
$44,724 in salary. Lowest paid man
doing same work earned $51,432. $0.87/$1
Lilly Ledbetter’s Story
1996 Ledbetter received
“Top Performance” award from company
1997 Ledbetter earned
$44,724 in salary. Lowest paid man
doing same work earned $51,432.
1996 Median Annual Earnings (U.S. full time, year round)
Female = $32,515
Male = $42,261
$0.87/$1
Lilly Ledbetter’s Story
1996 Ledbetter received
“Top Performance” award from company
1997 Ledbetter earned
$44,724 in salary. Lowest paid man
doing same work earned $51,432.
1996 Median Annual Earnings (U.S. full time, year round)
Female = $32,515
Male = $42,261
$0.87/$1
$0.77/$1
Lilly Ledbetter’s Story
1996 Ledbetter received
“Top Performance” award from company
1997 Ledbetter earned
$44,724 in salary. Lowest paid man
doing same work earned $51,432.
1996 Median Annual Earnings (U.S. full time, year round)
Female = $32,515
Male = $42,261
$0.87/$1
$0.77/$1
“Ricardo Hausmann, director of the Centre for International Development at Harvard University, said that, among the 134 countries covered in the report, 'we have found that gaps are closing between women and men's health and education . . . And yet only 60 per cent of economic participation gaps have been closed.
Progress will be achieved when countries seek to reap returns on the investment in health and education of girls and women by finding ways to make marriage and motherhood compatible with the economic participation of women.’”
Harvesting full potential of women in labour forceBusiness Times SingaporeInternational Women’s Day, March 8, 2012
The Global GenderGap Report 2011Ricardo Hausmann, Harvard UniversityLaura D. Tyson, University of California, BerkeleySaadia Zahidi, World Economic Forum
Idea #3: Practical Implications
Organizations: Are work-life dilemmas on the table?
Individuals: How do I manage work-life conflicts? Negotiate for long-run success
Create value to make work and life partners better off
Facebook COO Sheryl Sandberg: “Don’t leave before you leave”
Leadership OpportunityIdea #3
Two-Level Game Major corporation selects two candidates
for overseas leadership opportunities:
Man accepts within 48 hours
Woman still has not accepted
Is she less interested? Less ambitious?
Leadership OpportunityIdea #3
Two-Level Game Major corporation selects two candidates
for overseas leadership opportunities:
Man accepts within 48 hours
Woman still has not accepted
Is she less interested? Less ambitious?
Leadership OpportunityIdea #3
Two-Level Game Major corporation selects two candidates
for overseas leadership opportunities:
Man accepts within 48 hours
Woman still has not accepted
Is she less interested? Less ambitious?
Leadership OpportunityIdea #3
Two-Level Game Major corporation selects two candidates
for overseas leadership opportunities:
Man accepts within 48 hours
Woman still has not accepted
Is she less interested? Less ambitious?
Idea #3: Practical Implications
Organizations: Are work-life dilemmas on the table?
Individuals: How do I manage work-life conflicts? Negotiate for long-run success
Create value to make work and life partners better off
Facebook COO Sheryl Sandberg: “Don’t leave before you leave”
Idea #3: Practical Implications
Organizations: Are work-life dilemmas on the table?
Individuals: How do I manage work-life conflicts? Negotiate for long-run success
Create value to make work and life partners better off
Facebook COO Sheryl Sandberg: “Don’t leave before you leave”
Idea #3: Practical Implications
Organizations: Are work-life dilemmas on the table?
Individuals: How do I manage work-life conflicts? Negotiate for long-run success
Create value to make work and life partners better off
Facebook COO Sheryl Sandberg: “Don’t leave before you leave”
Idea #3: Practical Implications
Organizations: Are work-life dilemmas on the table?
Individuals: How do I manage work-life conflicts? Negotiate for long-run success
Create value to make work and life partners better off
Facebook COO Sheryl Sandberg: “Don’t leave before you leave”
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes to
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes to
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes to
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN
3 Ideas: Problems & Solutions
Women have less opportunity to negotiate than men
Ambiguity facilitates gender effects
Gender effects in negotiation are a two-level game
Reach out and use your knowledge of gender stereotypes
Reduce the ambiguity
Create value in the two-level game
PROBLEMS SOLUTIONS FOR WOMEN