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Daughter of an arbitrator and attorney, Rachel听Campagna grew up in a home where听negotiation was done for sport. She almost went into law but preferred to study the art of negotiation instead. Her examination of the impact of trust between parties on their negotiation and post-negotiation behaviors, specifically the extent to which trust motivates effort and cooperative behavior after the deal, challenges perceived wisdom, and has landed her work in top journals such as the听Journal of Applied Psychology and Organizational Behavior听and听Human Decision Processes.听

鈥淪tudies have argued that using anger as a negotiation tactic helps you extract more value from the deal because people don鈥檛 like being the recipient of anger tactics,鈥� says Campagna. 鈥淭hey concede to stop the nasty behavior.鈥澨�听

Campagna thinks this theory is short-sighted because it only relates to the contract terms of the two parties and fails to account for their long-term relationship.听听

So, along with her colleagues, she developed a series of scripted simulations of employer-employee contract negotiations. During negotiations, some participants were given prompts to say things like, 鈥淭his is really pissing me off!鈥� or 鈥淵ou鈥檙e making me angry!鈥� Others were given neutral prompts 鈥� 鈥淚 am going to offer x-y-z鈥� 鈥� while still others said positive things like 鈥淭his is going pretty well so far!鈥� To test her hypothesis about the long-term impacts of playing hard ball, participants were paid according to the value of their deal based on salary, bonus, and benefits.听听听

Chief findings across her two papers included:听

• Using anger didn鈥檛 improve the deal. In fact, those who used anger felt compelled to give more of their monetary earnings to their counterparts to assuage their guilt.听

• Those who used friendly prompts generally felt good about the relationship and kept more of their earnings for themselves.听

• The use of anger undermined trust in both the deliverer and recipient of the anger tactic leading to 鈥渁 spiral of distrust,鈥� says Campagna, 鈥渨hich is costly.鈥澨�

• Purposefully expressing anger causes the deliverer to invest more resources to ensure the deal won鈥檛 go south when implemented, which wipes out any financial benefit of the anger tactic in the first place.听

鈥淚t may sound clich茅,鈥� says Campagna, 鈥渂ut being a jerk does not pay-off.鈥� Going for the win-win might be the best plan after all. Building a relationship right from the start yields better results in both the short and long terms.听

RECENT SELEC TED PUBLICATIONS听

Campagna, R.,听Mislin, A., & Bottom, W. (2019) Motivated by guilt and low felt trust: The impact of negotiators鈥� anger expressions on the implementation of negotiated agreements.听Journal of Behavioral Decision Making, 32.听

Campagna, R., Crossley, C., Dirks, K. T. & Robinson, S. (2019). On the relation between felt trust and actual trust: Examining the pathways to and implications of leader trust meta-accuracy.听Journal of Applied Psychology.听

Campagna, R.,听Mislin, A., Bottom, W., & Kong,听听D. T. (2016). Strategic consequences of emotional misrepresentation in negotiation: The blowback effect.听Journal of Applied Psychology, 101.听