Conflict Management: A Practical Guide to

Developing Negotiation Strategies 1st Edition -

eBook PDF download

https://ebooksecure.com/download/conflict-management-a-practical-
guide-to-developing-negotiation-strategies-ebook-pdf/

Download more ebook from https://ebooksecure.com

We believe these products will be a great fit for you. Click
the link to download now, or visit ebooksecure.com
to discover even more!

A Coach's Guide to Emotional Intelligence Strategies

for Developing

http://ebooksecure.com/product/a-coachs-guide-to-emotional-
intelligence-strategies-for-developing/

(eBook PDF) Effective Negotiation and Conflict

Resolution in Today's Environment: A Reader

http://ebooksecure.com/product/ebook-pdf-effective-negotiation-
and-conflict-resolution-in-todays-environment-a-reader/

(eBook PDF) Construction Contracting: A Practical Guide

to Company Management 8th Edition

http://ebooksecure.com/product/ebook-pdf-construction-
contracting-a-practical-guide-to-company-management-8th-edition/

(eBook PDF) A Guide to Effective Studying and Learning:

Practical Strategies from the Science of Learning

http://ebooksecure.com/product/ebook-pdf-a-guide-to-effective-
studying-and-learning-practical-strategies-from-the-science-of-
learning/
(eBook PDF) A Practical Guide to Writing: Psychology

http://ebooksecure.com/product/ebook-pdf-a-practical-guide-to-
writing-psychology/

(eBook PDF) Developing Management Skills: A

comprehensive guide for leaders, 5th Edition

http://ebooksecure.com/product/ebook-pdf-developing-management-
skills-a-comprehensive-guide-for-leaders-5th-edition/

A Practical Guide to Fascial Manipulation 1st Edition

Edition Tuulia Luomala - eBook PDF

https://ebooksecure.com/download/a-practical-guide-to-fascial-
manipulation-ebook-pdf/

A Practical Guide to Gas Analysis by Gas Chromatography

1st edition - eBook PDF

https://ebooksecure.com/download/a-practical-guide-to-gas-
analysis-by-gas-chromatography-ebook-pdf/

(eBook PDF) A Practical Guide to Advanced Networking

3rd Edition

http://ebooksecure.com/product/ebook-pdf-a-practical-guide-to-
advanced-networking-3rd-edition/
Pearson New International Edition

Conflict Management: A Practical Guide

to Developing Negotiation Strategies
Barbara A. Budjac Corvette
First Edition
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England and Associated Companies throughout the world

Visit us on the World Wide Web at: www.pearsoned.co.uk

© Pearson Education Limited 2014

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted
in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the
prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom
issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS.

All trademarks used herein are the property of their respective owners. The use of any trademark
in this text does not vest in the author or publisher any trademark ownership rights in such
trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this
book by such owners.

ISBN 10: 1-292-03999-X

ISBN 10: 1-269-37450-8
ISBN 13: 978-1-292-03999-2
ISBN 13: 978-1-269-37450-7

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

Printed in the United States of America

 P E A R S O N C U S T O M L I B R A R Y

Table of Contents

1. Defining Negotiation and Its Components

Barbara A. Budjac Corvette 1
2. Personality
Barbara A. Budjac Corvette 11
3. Conflict
Barbara A. Budjac Corvette 33
4. Negotiation Style
Barbara A. Budjac Corvette 57
5. Key Negotiating Temperaments
Barbara A. Budjac Corvette 77
6. Communicating in Negotiation
Barbara A. Budjac Corvette 91
7. A Note on Cultural and Gender Differences
Barbara A. Budjac Corvette 107
8. Interests and Goals in Negotiation
Barbara A. Budjac Corvette 117
9. Understanding the Importance of Perception in Negotiation
Barbara A. Budjac Corvette 129
10. Effects of Power in Negotiation
Barbara A. Budjac Corvette 145
11. Asserting Yourself
Barbara A. Budjac Corvette 161
12. Principles of Persuasion
Barbara A. Budjac Corvette 177
13. Rules of Negotiation and Common Mistakes
Barbara A. Budjac Corvette 197

I
 14. The Negotiation Process and Preparation
Barbara A. Budjac Corvette 207
15. Alternative Styles, Strategies, and Techniques of Negotiation
Barbara A. Budjac Corvette 219
16. Team Negotiation
Barbara A. Budjac Corvette 239
17. Third Party Intervention
Barbara A. Budjac Corvette 247
18. Using Your Personal Negotiating Power
Barbara A. Budjac Corvette 255
19. Post Negotiation Evaluation
Barbara A. Budjac Corvette 273
References and Selected Bibliography
Barbara A. Budjac Corvette 281
Index 291

II
 k
tterstoc
ke/Shu
Knesch
Robert

PERFORMANCE COMPETENCIES FOR THIS CHAPTER

● To understand the definition and magnitude of negotiation
“All
● To understand that there are limits to what is negotiable
the world’s
● To identify the components of negotiation performance a stage.”
● To identify the steps necessary to develop your effective
William Shakespeare
personal negotiating power

From Conflict Management: A Practical Guide to Developing Negotiation Strategies. Barbara A. Budjac
Corvette. Copyright © 2007 by Pearson Prentice Hall. All rights reserved.

1
 Defining Negotiation and Its Components

ALL HUMAN INTERACTION IS NEGOTIATION

Whatever the nature of your business, profession, or current
pursuits, you encounter conflict and you negotiate. Life is filled
with human interaction and human interaction is essentially a
negotiating arena. Other people influence our emotions and behav-
ior, and we influence the emotions and behavior of others. We par-
ticipate in a continuum of perceiving others and forming attitudes
toward people, things, and concepts while others are perceiving
and forming attitudes about us.
In the course of our daily business, professional, and personal
lives, we regularly seek to affect the attitudes and behavior of
others. At times we seek approval, recognition, or affection. At
times we seek to cause action by others. At times we seek to gain
the right or privilege to take certain actions ourselves. At times we
seek to obtain money or other tangible value. In our interactions
with friends, family, clients, employees, employers, contractors, ser-
vice providers, professionals, merchants, and business associates, we
use information and knowledge to get what we want. Negotiation is
that process of influencing others in order to get what we want.
We negotiate much more often than we may realize. Effective,
ethical negotiation is not intimidation, nor is it chiseling or trickery.
Rather, effective negotiation is using knowledge of self and others
combined with analysis of information and time, thereby tapping
the power to affect behavior. The application of that knowledge and
information comprises the personal power to win in any negotia-
tion. In effective, ethical negotiation, both sides win. That concept is
merely a restatement of the business tenet that it is not a good deal
unless it is a good deal for all sides.
It is, perhaps, easiest to accept the notion in the foregoing and
come to a definition of negotiation by further considering what nego-
tiation is not. Negotiation is not a game. Negotiation is not always a
formal process nor in a formal setting. Negotiation is not limited to
business transactions. Negotiation is not conducted solely for tangible
things we can see and touch. Negotiation is not simply using power-
over tactics—shouting louder or bullying better. Negotiation is not a
prescribed set of universally applicable maxims or precepts. That hav-
ing been said, however, it must be noted that power-over tactics are
sometimes used in ostensible negotiation; and, there are indeed, rules
KEY TERM
Negotiation is an and customs often observed in negotiation.
effort to influence Negotiation is the process of interacting with the goal of obtain-
or persuade. ing agreement or the result you desire.

2
 Defining Negotiation and Its Components

It is an interpersonal skill that is not the province of any

particular profession. However, it is extremely important to
personal interaction, business and organizational management
success, and leadership.
Negotiation is an art. Negotiation may also be considered
scientific—having principles and methods that are used systemati-
cally through training and experience. Many people believe that
negotiation is difficult and that it is just easier to avoid it or always
compromise their desires. Others believe that if someone would just
tell them the rules they could be effective! There are few universally
applicable rules. The rules that do exist provide only general guide-
lines that must be applied to specific circumstances and specific
individuals.
Negotiation is complex and interdisciplinary. It encompasses
conflict assessment, management, and resolution. Negotiation is
complex primarily because it happens between human beings!
Above all, negotiation is personal and individual. It is subject to,
understood, and effectuated by the same psychological and socio-
logical principles and theories that govern social interactions gen-
erally. Once one understands the application of those principles,
negotiation becomes much less complex and intimidating.
After understanding what it is, it is easy to see the magnitude of
negotiation. Every day in all aspects of our lives we negotiate. Think
of one time today when you tried to influence someone. Perhaps it
was a family member. Perhaps it was a coworker. Perhaps it was
your boss. Perhaps it was a stranger. You may have tried to cause
someone to behave in a particular way. You may have tried to cause
someone to think in a particular way. If so, you were negotiating. Do
you recall a time when you wanted someone to think you not rude?
If you attempted to affect that person’s opinion—to have them
agree with your self-perception—you were negotiating.
As human beings we seek psychological consistency and bal-
ance. We want things to make sense. We want our way. We want to
be satisfied. While there is much to explore in that vein, it will suf-
fice for this chapter to understand that the conflict inherent in the
need for psychological consistency triggers attempts to influence. KEY CONCEPT
That is, it triggers the need or opportunity to negotiate. Have you All interaction is
ever considered that life would be simple but for human beings? negotiation.
The pervasiveness of negotiation underscores its importance.
The good news, however, is that you have ample opportunity to
apply what you learn about negotiation. You may—and should—
practice every day. Improving your interactions generally will also
improve your negotiation effectiveness.

3
 Defining Negotiation and Its Components

THE PERSONAL NATURE OF NEGOTIATION

The heart of negotiation may be said to be the heart of the individuals
involved. What is commonly referred to as the heart is usually what
makes negotiation feel difficult. Our emotions, temperament, disposi-
tion, and other aspects of our personalities give each of us unique
needs, interests, goals, and perspectives. Our needs and desires
invoke our ego and our self-concept as well as our fears. These
attributes, or phenomena, are actually based in the brain, of course.
It is not uncommon for people to believe that they negotiate effec-
tively on behalf of others while not doing so well for themselves. Why
the difference? We may say the heart or, more appropriately, the ego is
the difference. It is, to a great extent. However, it is probable that if we
are ineffective as our own advocates, we are probably not performing
HOT TIP!
Practice at our maximum effectiveness for others either. Once you learn to
negotiation in understand yourself, you will get to the heart of negotiating. It will
personal settings. take some effort but your results will be satisfying.

NOT EVERYTHING IS NEGOTIABLE

It seems common to hear that everything is negotiable. Well, that
is just not true! Would you sell your child or your pet? Would you
compromise the health of your child or your pet? If you said,
“No,” then you see that, contrary to popular statements that
everything is negotiable, it is not! If you said, “Yes,” then recognize
that negotiation requires a minimum of two people and that your
counterpart is likely to hold some things to be nonnegotiable. If
your reaction here is that these examples are extreme, ponder the
issue further. If one has no values, beliefs, or options, then
everything might be negotiable. The key here is to identify your
personal ethics, moral code, and values as you consider
negotiation options.
In addition to those abiding factors, each potential negotiation
must be analyzed to determine whether or not the matter should be
negotiated. If there is not a potential for a mutual beneficial
exchange that leaves the parties better off than not negotiating, then
KEY POINT
Identify the matter should not be negotiated. This principle should become
alternatives prior clear as you proceed through your study of negotiation and begin
to negotiating. to prepare for each negotiation.

4
 Defining Negotiation and Its Components

CONSCIOUS AND UNCONSCIOUS DETERMINANTS OF YOUR

NEGOTIATION PERFORMANCE
Facts and circumstances, including relative power, as well as time
constraints, of course, affect negotiation options and outcomes.
However, our human interaction is affected by who we are and with
whom we interact. Personality and temperament, values and beliefs,
perception, attitudes, style of learning, motivation, way of thinking,
style of communication, approach to conflict, fears, and much more
determine who we are in any human interaction. We are shaped by
our experiences. We often unconsciously adopt the attributes of sig-
nificant others in our life. Each one of us has a unique combination
of attributes that serve as the base for our personal power.
We are not always conscious of these attributes and characteris-
tics or the other factors inherent in negotiation. We must know who
we are if we are to use our strengths. We must know who we are if
we want to consciously develop the attributes we desire. We must
also be aware of certain psychological phenomena that may cause
us to believe things that are not so. Sometimes we suffer from dis-
tortions in our perceptions and thinking that cause us to miss
opportunities and make poor choices in negotiation.

WHAT YOU DO NOT KNOW WILL HURT YOU

In addition to causing poor choices, what we do not know can hurt us
in other, more subtle ways. Even if we are not conscious of our every-
day negotiation interactions, we develop patterns and habits. We are
also subject to what is called social learning (Bandura 1977). We learn
both by observing and doing. In the negotiating arena, this can mean
that we imitate the behaviors of those with whom we have negotiated
previously. We are particularly likely to adopt behavior exhibited by
others that we view as generating a positive outcome for them.
Therefore, if you have often felt like the loser in prior negotia-
tions, you may begin to utilize the same tactics that were used to
gain an advantage over you. There are several problems associ-
ated with doing so. Feeling like a loser reflects a competitive,
gamelike, or win/lose approach. While that is one of the four
approaches available for negotiation, it is usually the most inap-
propriate and ineffective one. Perhaps you felt like your prior

5
 Defining Negotiation and Its Components

negotiations were fair for both sides and you, therefore, have
fallen into a pattern of compromising. While such an approach is
not competitive, it, too, is not usually the most appropriate or
effective approach. Perhaps you have been met in the past with
individuals unwilling to negotiate and now you find yourself
falling into a pattern of avoidance. Obviously, you cannot get what
you want unless you try.
Another problem in copying the negotiating behavior of others
is that you are a different person and those tactics may not work
well for you. The tactics may actually be inappropriate but worked
on you for any number of reasons—lack of preparation, lack of
confidence, fear, the particular situation or circumstances, to name
a few.
These patterns are difficult to change. Until we become con-
scious of our self and our actions, we cannot assess the extent of our
effectiveness. Our level of experience is irrelevant to this quest.
A person who has been negotiating formally for twenty years is not
necessarily being effective. She may have been making the same
mistakes for twenty years! If we get different results for others than
for ourselves, we need to examine why.

COMPONENTS OF NEGOTIATION PERFORMANCE

The components of negotiation performance, then, include
personality, approach, style, temperament, perceptions, interests,
goals, needs, values, and powers—of all parties involved. Addi-
tional components include the substantive issues, the nature of the
conflict, the effects of the conflict, and the alternatives for all parties
involved. Components also include the persuasive abilities of all
parties involved.

HOW TO DEVELOP YOUR EFFECTIVE PERSONAL NEGOTIATING POWER

Knowledge of human behavior is essential to achieving effective
negotiation skills. Effective negotiation requires knowledge of self
in all of the aspects noted in the preceding subsections as well as
knowledge of others. You must know yourself before you may
know or understand others. You must become aware of your
thought patterns and how they affect your goals and behaviors. You
must become aware of your behaviors and how you are perceived

6
 Defining Negotiation and Its Components

by others. You must also acquire knowledge of the nature of

conflict, principles of communication and persuasion, and methods
for gathering and analyzing information. Effective negotiation also
requires critical thinking and creativity.
Psychological and sociological theories provide insight into
how we know ourselves and others. The study of psychological and
sociological principles combined with self-assessment and practice
will guide you to increased effectiveness. Practice of your new
knowledge on your own account—where your heart and ego are “It is easier to be
involved—will generate the greatest gain because it is there where wise for others than
you can discover who you are and your greatest fears. Since you for ourselves.”
negotiate every day, use those everyday experiences on your own La Rochefoucauld
behalf to apply your knowledge and practice your skills.
The study of principles of communication and persuasion com-
bined with self-assessment and practice will guide us to increased
effectiveness. The study of conflict combined with an assessment of
our approach to conflict—and practice—will also guide us to
increased effectiveness.
Critical thinking requires an inquisitive mind—asking why and
how. It requires openness to options. It requires knowing oneself—
one’s biases, prejudices, and beliefs. It requires challenging precon-
ceptions and assumptions. It requires multifarious, empathetic,
comparative, and integrative thinking. The effectiveness of and the
mutual gain derived in a negotiation correspond with the level of
creativity applied.

A GENERAL PLAN TO DEVELOP YOUR EFFECTIVE

PERSONALIZED NEGOTIATION STRATEGIES
Presented in the following list are fifteen steps that will enable you
to use your personal negotiating power.
1. Practice critical thinking and empathy.
2. Study and understand key principles from psychological,
sociological, communication, and conflict theories.
3. Know yourself.
4. Understand the dynamics of conflict.
5. Know major negotiation styles and temperaments and how to
interact with each of them.
6. Communicate effectively, allowing for differing perceptions,
biases, and prejudices.

7
 Defining Negotiation and Its Components

7. Acknowledge cultural and contextual expectations.

8. Understand the dynamics of power.
9. Identify interests and goals.
10. Be assertive.
11. Be persuasive.
12. Be thoroughly prepared and avoid common mistakes.
13. Use tactics that suit you and understand tactics used by others.
14. Know when to walk away as well as when and how to use third-
party help.
15. Know how to evaluate your performance and target
improvements.
After mastering these fifteen items, then you must—
Practice. Evaluate. Practice. Evaluate.
Change?
Practice. Evaluate. Practice.

A BEGINNING
Start working on your critical thinking and self-knowledge by ask-
ing yourself the following two questions.
● What do I know?
“To be absolutely ● How do I know what I know?
certain about
something, one
Performance Checklist
must know
everything or ✓ All human interaction is negotiation. Negotiation is the
nothing about it.” process of interacting with a goal and encompasses conflict
Henry A. Kissinger management and resolution.
✓ Not everything is negotiable. Not everything should be nego-
tiated.
✓ The components of negotiation include the individual person-
alities involved, interests, goals, needs, values, perceptions,
power, substantive issues, alternatives, context, communica-
tion, and persuasion. What we do not know about ourselves
and our habits may lessen our effectiveness and inhibit our
development.
✓ Critical steps in becoming more effective in negotiation are to
know yourself, understand the process of conflict and negoti-
ation, control yourself, and do what feels natural for you.
Developing personalized negotiation strategies requires

8
 Defining Negotiation and Its Components

critical thinking and creativity, self-assessment, study, appli-

cation of knowledge, and practice.

Key Terms, Phrases, and Concepts

Negotiation
Mutual Beneficial Exchange
Unconscious Determinants of Negotiation Performance

Review Questions
Mark each of questions 1 through 5 as True (T) or False (F) and
answer questions 6 through 10.
T F 1. All human interaction may be considered negotiation.
___________
T F 2. Negotiation is an effort to influence. ___________
T F 3. Negotiation is an art and a science. ___________
T F 4. Everything is negotiable. ___________
T F 5. Everything should be negotiated. ___________
6. Explain how and why negotiation is not subject to fixed
rules or methods. ___________
7. Why is your personal life a good place to practice
building your negotiation skills? ___________
8. How can your ego interfere with your negotiation
performance? ___________
9. What kinds of things or factors of which you may not
currently be aware may affect your negotiation
performance? Why? ___________
10. List ten components of negotiation performance.
___________

Case 1
Assume that you own and operate a business. Your production this
year was based on prior years’ experience. You have been left, how-
ever, with 100,000 unsold units on hand. You have been selling your
product at $5 each and expected the same price for these 100,000
units. You have exhausted all avenues you can think of for dispos-
ing of your excess product. You do not have the storage capacity for
keeping these units in inventory while you continue production.

9
 Defining Negotiation and Its Components

This morning a giant retail organization contacted you urgently

seeking the type of product you produce to fill deficits in their
supply. They offer to pay you $3 per unit.

Case Discussion Questions

1. How would you assess whether or not you should negotiate?
Identify the factors you would consider and the overall rule
you would apply.
2. What factors can you readily identify that will affect your nego-
tiation options and outcomes?
3. What unconscious factors might also affect your negotiation
performance?

10
 k
tterstoc
rn/Shu
n Cobu
Stephe

PERFORMANCE COMPETENCIES FOR THIS CHAPTER

● To learn what comprises personality
● To learn key aspects of major personality theories most
relevant to conflict, negotiation, and persuasion
● To assess key aspects of your personality
“Thales was asked
what was most
difficult to man; he
answered: ‘To know
one’s self.’”
Diogenes

From Conflict Management: A Practical Guide to Developing Negotiation Strategies. Barbara A. Budjac
Corvette. Copyright © 2007 by Pearson Prentice Hall. All rights reserved.

11
 Personality

In this chapter we review aspects of personality that relate to the

dynamics of conflict, negotiation, and persuasion. Major personal-
ity theories are synthesized and presented for your use in self-
understanding. First, we define personality and then proceed to
specific characteristics that impact your negotiation behavior. You
are urged to assess your personality relative to the factors and
characteristics presented here. In this chapter you assess yourself.

WHY IT IS IMPORTANT TO KNOW YOUR PERSONALITY

“Every man has People interact in negotiation. “Human interaction” may more
three characters— appropriately be one word. It is difficult to separate the interaction
that which he from the people. Your negotiating success depends upon an accu-
exhibits, that which rate understanding of and use of your unique personality type and
he has, and that style of interaction as well as an accurate perception and under-
which he thinks he standing of others’ personality types and styles. Knowing yourself
is a prerequisite to knowing others. Knowing yourself is also a pre-
has.”
requisite for tapping your personal power to maximize your effec-
Alphonse Karr tiveness in any human interaction.

DEFINING PERSONALITY: ONE SIZE DOES NOT FIT ALL

Personality may be described as the dynamic, developing system of
an individual’s distinctive emotional, cognitive, and spiritual
attributes. That definition purposefully does not limit personality to
characteristic behaviors and/or thoughts, because there abound
many perceptions of what should be deemed characteristic.1 Nev-
ertheless, we will be discussing matters in terms of characteristics.

1
This definition also recognizes the predominant view on nature versus nurture—that
personality is the result of a dynamic interaction among genes and environment (including
the situation).

12
 Personality

There exist many schools of thought and approaches to

analyzing personality. It is neither possible nor necessary to review
personality exhaustively here. We address key portions of those
theories most relevant to the dynamics of human interaction gener-
ally and negotiation particularly. We view personality from a human
development perspective. Implicit in such a view is the recognition
that personality changes (or can change) over the life span. You have
the power and ability to develop traits, characteristics, and aspects
of your self. Also implicit in such a view is that behavior occurs (or
may occur) relative to circumstances. You may demonstrate varying
aspects or characteristics of your personality in varying circum-
stances and/or with varying other people. Culture also affects
development of certain personality characteristics. Having knowl-
edge of these variations is a prerequisite to assessing the reasons and
propriety for variations—and to changing your behavior.

FACETS OF PERSONALITY THAT AFFECT YOUR

NEGOTIATION APPROACH AND TEMPERAMENT
In this section we investigate key facets of personality that affect
your interaction in negotiation: emotional stability; conscientious-
ness; locus of control; self-monitoring; competitiveness and types
A and B; need for achievement, power, and affiliation; Machiavel-
lianism; Jungian personality preferences of extroversion, introver-
sion, cognitive processing style, and orientation to others; learning
style; right-brain/left-brain dominance; creativity; charisma; and
emotional intelligence.
Everyone possesses each of the facets and traits to some degree.
You will find that some traits are similar to each other. You may
even think that some describe the same trait or characteristic by a
different name. Examining each of them will help you to find your
personal negotiating style and power as well as help you to identify
and develop into the negotiator you desire to be. You will likely find
a balance in the combination of traits and characteristics you pos-
sess and exhibit. Your task here is to assess the relative strength of
each in order to gain understanding of particular strengths and
weaknesses in your interactions. As you study each section, try to
honestly assess yourself. A profile form (Exhibit 1) is included for
use in recording your self-assessments.

13
 Personality

EXHIBIT 1
Personal Profile of Negotiating Personality Attributes
Personal profile of negotiating personality attributes.
Emotional stability High ___________ Moderate ___________ Relatively low ___________
Conscientiousness High ___________ Moderate ___________ Relatively low ___________
Internal locus of control High ___________ Moderate ___________ Relatively low ___________
External locus of control High ___________ Moderate ___________ Relatively low ___________
Locus of control is primarily Internal ___________ External ___________

Self-monitoring High ___________ Moderate ___________ Relatively low ___________

Type A High ___________ Moderate ___________ Relatively low ___________
Type B High ___________ Moderate ___________ Relatively low ___________
Competitiveness High ___________ Moderate ___________ Relatively low ___________
Achievement need High ___________ Moderate ___________ Relatively low ___________
Personal power need High ___________ Moderate ___________ Relatively low ___________
Social power need High ___________ Moderate ___________ Relatively low ___________
Affiliation need High ___________ Moderate ___________ Relatively low ___________
Among the need for achievement, personal power, social power, and affiliation, the strongest is:
Achievement ___________ Personal ___________ Social ___________ Affiliation ___________
Machiavellianism High ___________ Moderate ___________ Relatively low ___________
Personal source of energy Extroverted ___________ Introverted ___________
Preference for taking in information Sensing ___________ Intuiting ___________
Preference in rational functioning Thinking ___________ Feeling ___________
Preference for external interaction Judging ___________ Perceiving ___________
Primary learning style Accommodating ___________
Diverging ___________
Converging ___________
Assimilating ___________
Preference for activities utilizing Right brain ___________ Left brain ___________

Creativity High ___________ Moderate ___________ Fairly low ___________

Charisma High ___________ Moderate ___________ Fairly low ___________
Emotional intelligence High ___________ Moderate ___________ Fairly low ___________
Consistency check
Review your profile for sense and consistency. Note the following expected relationships:
Accommodating learning style with sensing
Assimilating learning style with intuiting
Left-brain dominance and sensing and thinking
Right-brain dominance and intuiting and feeling
Right-brain dominance and creativity

14
 Personality

LEARNING THEORY AND ASSESSING YOURSELF

None of the characteristics should be viewed as good or bad but
merely as different! As you assess yourself, try not to react to the
particular terms used by theorists to identify various traits and
attributes. Try to understand the nature of and behavioral impact of
the personality facets. Also recognize that we each have a tendency
to see ourselves as already possessing traits we admire and that we
tend to dislike things about us that we have designated as wanting
to change. Honesty is necessary. “He who knows
Tests and scales have been developed for measuring most of the himself best
facets of personality addressed here. Some are published, and some esteems himself
are not.2 Some are statistically validated, while others are not. least.”
Although the exercises offered here are not of the magnitude to
H. G. Bohn
assure general reliability, they are designed to assist you in your
private introspection.3

EMOTIONAL STABILITY AND CONSCIENTIOUSNESS

The terms emotional stability and conscientiousness come from
what is well known as the Big Five model (Digman 1990) of person-
ality theory.4 Reflect on the following statements and decide
whether they are usually more descriptive or less descriptive of
you. It may be helpful to also ask someone else to tell you how
descriptive these statements are of you.
● I worry a lot.
● I experience distress and tension often.
● I get upset rather easily and quickly.
● I tend to be moody.
● I do not remain calm in tense situations.
● I get nervous easily.
● I often find it difficult to control my temper.

2
Most such tests may be administrated only by professionals licensed in the state where you
reside, and assessment materials may be difficult to find. However, the material in appendix A
will guide you in locating relevant material.
3
It is recognized that when an individual makes him/herself public, as, for example, in a
questionnaire to be scored by another, it is possible to skew the results (see, e.g., Schwarz
1999). If one attempts to present a desired self, the results are not accurate. It is quite possible
that educated, honest self-assessment is the most reliable of all assessments.
4
See also Hurtz and Donovan (2000); and Raymark, Schmidt, and Guion (1997).

15
 Personality

This first dimension of personality is used to describe your

behavior under distress. If, more often than not, you remain
unchanged, calm, collected, and confident when confronted with
unexpected stressors, then you should probably assess yourself as
having high emotional stability. If, on the other hand, unexpected
stressors typically cause you to feel very anxious, nervous, or tense
or cause you to lose confidence or otherwise change your behavior
in negative ways and you found the foregoing statements to be
fairly descriptive of you, then you might assess yourself as having
relatively low emotional stability.
Now consider the next group of statements and decide whether
they are more or less descriptive of your typical behavior. Again, the
assessment of someone who has substantial experience with you
may help.
● I am always careful and thorough.
● I plan.
● I organize.
● I am efficient.
● I am reliable.
● I am industrious.
● I persevere and follow things through to completion.
If you typically are not dependable, are easily distracted or disor-
ganized, miss deadlines, procrastinate, abandon or fail to complete
projects, tasks, or assignments, then you should probably assess your-
self relatively low on conscientiousness. If you are very dependable,
organized and focused, always meet deadlines, complete projects and
plans, and seek high levels of competence and believe that the fore-
going statements describe your usual behavior very well, you should
probably assess yourself extremely high on conscientiousness.

LOCUS OF CONTROL
Please complete Exercise 1 prior to reading further.

Exercise 1
Think of three times recently when things did not go your way or
did not turn out as well as you had hoped. Write down each one.
Next, consider the first incident. What is your immediate thought
to explain the disappointing outcome? Do not think long about this.
Simply record your first thought.

16
 Personality

Do the same with incidents 2 and 3.

Now, think of two more incidents and, again, record your
reasons for the outcome in each.

The term locus of control is used to describe the extent to which a

person believes she/he is the master of what happens to her/him
(Rotter 1966). Those who believe that they are in control are said to
have an internal locus of control, while those who believe that what
happens to them is the result of happenstance or the actions of others
are said to have an external locus of control. You do not have to believe
that you are the master of all things and all fate in order to have an
internal locus of control. A good indication of an internal locus of
control would be your taking responsibility for a poor performance
evaluation. Individuals with an extremely high internal locus of con-
trol also tend to accept responsibility for actions of others under their
control, such as subordinates. A good indication of an external locus
of control would be your regularly attributing poor performance to
reasons outside of yourself, such as interference from others or
unfairness of others.
If in Exercise 1 you consistently attributed the reasons for the
outcome to factors external to you, you might assess yourself with
an external locus of control. On the other hand, if you consistently
attributed the reasons to things in your control, you should assess
yourself with an internal locus of control.

SELF-MONITORING
You might think of self-monitoring as your chameleon factor.
However, do not conclude that it is necessarily a negative trait. Self-
monitoring is the term used to describe an individual’s ability to
adapt or change behavior based on circumstantial or situational fac-
tors (Snyder 1987).5 It is also possibly related to emotional intelli-
gence, which we discuss later in this chapter. People with a high
degree of self-monitoring adjust their behavior to suit the people,
circumstances, and situation; people with a low degree of self-
monitoring remain consistent in their demeanor, expressed atti-
tudes, and behavior despite any situational cues that may indicate
otherwise. If you are typically conscious of external cues and react
to them by modifying your expressions, behavior, or demeanor, you
5
See also Day, Schletcher, Unckless, and Hiller (2002). (Note that there is not yet a large
amount of research on self-monitoring.)

17
 Personality

should probably assess yourself as a relatively high self-monitor.

If your behavior, expressions, and demeanor remain consistent
across very different situations and with very different individuals
and external circumstances, then you should probably assess your-
self as a very low self-monitor. If you pride yourself in consistent
behavior—always being true to yourself—you are likely to be
a low self-monitor.

COMPETITIVENESS AND TYPES A AND B

Do you eat rapidly? Do you walk rapidly? Do you often focus on
obstacles and become impatient with them? Do you try to do more
than one thing at a time? Do you place time pressure on yourself?
Are you obsessed with time? Do you readily know how long each
of your regular daily tasks takes? Do you find relaxation difficult?
Do you evaluate your performance and success in terms of quan-
tifiable things, such as earnings and personal possessions? Do you
like to discuss your accomplishments and acquisitions?
Are you able to relax without feeling guilty? Would it be correct
to say that you feel no need to wear a watch? Do you feel like there
is ample time to accomplish your goals? Do you rarely think in
terms of time expended? Do you rarely discuss your achievements?
One measure of personality is known as Type A and B
(Friedman and Rosenman 1974). If you answered “yes” to most of
the questions in the first paragraph of this subsection, then you are
likely a Type A personality. If you answered “no” to most of those
questions and are more aligned with the sentiments expressed in
the second paragraph, then you are likely a Type B personality.
Competitiveness is a characteristic most often associated with
Type A personalities. It is common for Type A individuals to have
a high level of competitiveness. However, individuals exhibit
Type A or B behaviors in varying degrees. Furthermore, some
individuals who possess Type A tendencies such as time urgency,
speed, and impatience do not necessarily focus on competing with
others. They sometimes are competing with themselves. Therefore,
HOT TIP! in addition to assessing whether you are more A or more B, you
Be sure to assess
should separately assess your level of competitiveness with oth-
whether you
compete more ers. A desire to win and the penchant for focusing on quantifiable
with yourself or material accomplishments are the strongest indicators of high
with others. competitiveness.

18
 Personality

NEEDS FOR ACHIEVEMENT, POWER, AND AFFILIATION

David McClelland’s needs theory of motivation (McClelland 1961,
1975) also addresses aspects of personality relevant to our purpose
here. He and his associates investigated certain behavior relative to
the needs for achievement, power, and affiliation.6 Everyone has
some level of all three needs; however, it is the strength of each
need relative to the others that may affect behavior and negotiation
performance.
Those with a high need for achievement are driven to excel. They
also tend to seek responsibility—wanting credit for solutions, and
they seek feedback. High achievers are typically moderate risk takers.
While the need for power may be analyzed in two veins—
personal and social, our focus here is on the need for personal
power. Those with a high need for personal power seek power over
others. They seek to control or cause behavior in others. Social
power, on the other hand, is the power to enable others to excel and
the power to create a greater good.
Those with a high need for affiliation seek pleasant, friendly
interactions and relationships. They seek cooperation and mutual
understanding. They may tend to move away from competitive
interactions.
In assessing the relative strength of these needs, you may con-
sider what you would prefer others say about you after you depart
this life. Would you most like to be described in terms of your
material accomplishments? Would your greatest satisfaction come
from being described as a warm and caring person? Would you like
to be recognized for having helped others succeed?
In addition to thinking about how you feel you identify with
each of these needs, you may learn about the relative strength of
these needs in your personality by examining how you assess
others and how you explain the stories and motives of others. These
can be about real people you know, or they can be stories you
fabricate about strangers in magazines or photographs. Since we
project our own motives onto others, what you imagine and under-
stand about others will disclose something about you. Look for
themes in your stories about what is happening and what will hap-
pen. If you find frequent focus on friendship, affiliation, and love, it

6
See also Atkinson and Raynor (1974).

19
 Personality

may be a reflection of your relatively high need for affiliation. If you

find frequent focus on control and influence over others, it may be
a reflection of your relatively high need for personal power. Finally,
if you find frequent focus on accomplishment and responsibility, it
may be a reflection of your relatively high need for achievement.

MACHIAVELLIANISM
Machiavellianism is named for Niccolo Machiavelli and seems to
be closely related to values and ethics.7 It is the name used to
measure the extent of one’s motivation for personal gain. It mea-
sures one’s willingness to place self-interest above all other inter-
ests. A person with a high level of Machiavellianism believes that
the end always justifies the means. Such a person approaches situa-
tions with a high level of competitiveness and wile. A high level of
Machiavellianism is related to manipulative and deceptive behav-
ior. Due to the nature of this trait, questionnaires to measure it are
apt to produce inaccurate results! You may look into yourself to
assess your level of this trait.

JUNGIAN PERSONALITY PREFERENCES

Our focus in this section is on the theories of personality that origi-
nated with Carl Jung. Although Jung’s work extends far beyond
what we use here, he analyzed four key dimensions of personality
that are particularly relevant to understanding human interaction
in general and negotiation in particular.
Jung (1968) analyzed four dimensions of personality: (1) our
personal source of energy, (2) our manner of taking in information,
(3) our style of processing information and/or making decisions,
and (4) our style of structuring or interacting with the outside world.
Jung coined a term to describe the two most opposite extremes of
each dimension. While each of us possesses aspects of both
extremes, according to Jung, we are born with a predisposition for
a preference as to each dimension. Those preferences derive from a
combination of genetics and early experience.
Most individuals retain a preference even while developing their
opposite capacities. The degree to which these predispositions
develop depends upon one’s environment, including the amount
and significance of your contact with people of the same or different

7
This concept of personality is based on Niccolo Machiavelli’s The Prince. See Christie and
Geis (1970).

20
 Another Random Document on
Scribd Without Any Related Topics
school in St. Martin's Court; then in Westminster school." But we
shall have other occasions of speaking of him.
The famous reprobate Duke of Buckingham, Villiers, the second of
that name, was born in Wallingford House, which stood on the site
of the present Admiralty. "The Admiralty Office," says Pennant "stood
originally in Duke Street, Westminster: but in the reign of King
William was removed to the present spot, to the house then called
Wallingford, I believe, from its having been inhabited by the Knollys,
Viscounts Wallingford. From the roof the pious Usher, Archbishop of
Armagh, then living here with the Countess of Peterborough, was
prevailed on to take the last sight of his beloved master Charles I.,
when brought on the scaffold before Whitehall. He sank at the
horror of the sight, and was carried in a swoon to his apartment."
Wallingford House was often used by Cromwell and others in their
consultations.
"The present Admiralty Office," continues Pennant, "was rebuilt in
the late reign, by Ripley; it is a clumsy pile, but properly veiled from
the street by Mr. Adam's handsome screen." Where the poor
Archbishop sank in horror at the sight of the misguided Charles,
telegraphs have since plied their dumb and far-seen discourses, like
spirit in the guise of mechanism, telling news of the spread of liberty
and knowledge all over the world. Of the Villierses, Dukes of
Buckingham, who have not heard? The first one was a favourite not
unworthy of his fortune, open, generous, and magnificent; the
second, perhaps because he lost his father so soon, a spoiled child
from his cradle, wilful, debauched, unprincipled, but witty and
entertaining. Here, and at York House in the Strand, he turned night
into day, and pursued his intrigues, his concerts, his dabblings in
chemistry and the philosopher's stone, and his designs on the
Crown: for Charles's character, and the devices of Buckingham's
fellow quacks and astrologers, persuaded him that he had a chance
of being king. When a youth, he compounded with Cromwell, and
married Fairfax's daughter;—he was afterwards all for the king,
when he was not "all for rhyming" or ousting him;—when an old
man, or near it (for these prodigious possessors of animal spirits
have a trick of lasting a long while), he was still a youth in
improvidence and dissipation, and his whole life was a dream of
uneasy pleasure. He is now best known from Dryden's masterly
portrait of him in the "Absalom and Achitophel."

"A man so various, that he seemed to be,

Not one, but all mankind's epitome;
Stiff in opinions, always in the wrong,
Was everything by starts, and nothing long;
But in the course of one revolving moon,
Was chemist, fiddler, statesman, and buffoon;
Then all for women, painting, rhyming, drinking,
Besides ten thousand freaks that died in thinking.
Blest madman! who could every hour employ
With something new to wish or to enjoy.
Railing and praising were his usual themes;
And both, to show his judgment, in extremes,
So very violent, or over civil,
That every man with him was God or devil.
In squandering wealth was his peculiar art;
Nothing went unrewarded but desert.
Beggar'd by fools, whom still he found too late,
He had his jest, and they had his estate.
He laugh'd himself from court; then sought relief
By forming parties, but could ne'er be chief;
For spite of him, the weight of business fell
On Absalom, or wise Achitophel;
Thus wicked but in will, of means bereft,
He left not faction, but of that was left."

"This inimitable description," observes Sir Walter Scott, in

a note on the subject, "refers, as is well known, to the
famous George Villiers, Duke of Buckingham, son of the
favourite of Charles I., who was murdered by Felton. The
Restoration put into the hands of the most lively,
mercurial, ambitious, and licentious genius who ever lived,
an estate of 20,000l. a year, to be squandered in every
wild scheme which the lust of power, of pleasure, of
license, or of whim, could dictate to an unrestrained
imagination. Being refused the situation of President of
the North, he was suspected of having favoured the
disaffected in that part of England, and was disgraced
accordingly. But in 1666 he regained the favour of the
King, and became a member of the famous Administration
called the Cabal, which first led Charles into unpopular
and arbitrary measures, and laid the foundation for the
troubles of his future reign. Buckingham changed sides
about 1675, and becoming attached to the country party,
made a most active figure in all proceedings which had
relation to the Popish plot; intrigued deeply with
Shaftesbury, and distinguished himself as a promoter of
the bill of exclusion. Hence, he stood an eminent mark for
Dryden's satire; which we may believe was not the less
poignant, that the poet had sustained a personal affront,
from being depicted by his grace under the character of
Bayes in the "Rehearsal." As Dryden owed the Duke no
favour, he has shown him none. Yet even here the
ridiculous rather than the infamous part of his character is
touched upon; and the unprincipled libertine, who slew
the Earl of Shrewsbury while his adulterous countess held
his horse in the disguise of a page, and who boasted of
caressing her before he changed the bloody clothes in
which he had murdered her husband, is not exposed to
hatred, whilst the spendthrift and castle builder are held
up to contempt. So just, however, is the picture drawn by
Dryden, that it differs little from the following sober
historical account.
"'The Duke of Buckingham was a man of great parts, and
an infinite deal of wit and humour; but wanted judgment,
and had no virtue, or principle of any kind. These essential
defects made his whole life one train of inconsistencies.
He was ambitious beyond measure, and implacable in his
resentments; these qualities were the effects or different
faces of his pride; which, whenever he pleased to lay
aside, no man living could be more entertaining in
conversation. He had a wonderful talent in turning all
things into ridicule; but, by his own conduct, made a more
ridiculous figure in the world than any which he could,
with all his vivacity of wit and turn of imagination, draw of
others. Frolic and pleasure took up the greatest part of his
life: and in these he had neither any taste nor set himself
any bounds: running into the wildest extravagances and
pushing his debaucheries to a height, which even a
libertine age could not help censuring as downright
madness. He inherited the best estate which any subject
had at that time in England; yet his profuseness made him
always necessitous, as that necessity made him grasp at
every thing that would help to support his expenses. He
was lavish without generosity, and proud without
magnanimity; and though he did not want some bright
talents, yet no good one ever made part of his
composition; for there was nothing so mean that he would
not stoop to, nor anything so flagrantly impious but he
was capable of undertaking.'"
"Buckingham's death," concludes the commentator, "was
as awful a beacon as his life. He had dissipated a princely
fortune, and lost both the means of procuring and the
power of enjoying the pleasures to which he was devoted.
He had fallen from the highest pinnacle of ambition into
the last degree of contempt and disregard." His dying
scene, in a paltry inn, in Yorkshire, has been immortalized
by Pope's beautiful lines:—
 "In the worst inn's worst room, with mat half hung;
The floors of plaister and the walls of dung;
On once a flock bed, but repaired with straw,
With tape-tied curtains never meant to draw,
The George and Garter, dangling from that bed,
Where tawdry yellow strove with dirty red,
Great Villiers lies! Alas! how changed from him!
That life of pleasure and that soul of whim;
Gallant and gay in Cliefden's proud alcove,
The bower of wanton Shrewsbury and love;
Or just as gay at council, in a ring
Of mimicked statesmen and a merry king;
No wit to flatter left of all his store,
No fool to laugh at, which he valued more;
There victor of his health, of fortune, friends,
And fame, this lord of useless thousands ends!"[324]

"The worst inn's worst room," however, is a poetical fiction.

Buckingham died at the house of one of his tenants at Kirby Mallory,
where he was overtaken with illness. He had wasted his fortune to a
comparative nothing; but was not reduced to such necessity as the
poet would imply.[325]
Andrew Marvel makes the statue of Charing Cross the speaker in one
of his witty libels on Charles and his brother. There was an
equestrian statue of Charles II. at Woolchurch, the horse of which is
made to hold a dialogue with this other. The poet fancies that the
riders, "weary of sitting all day," stole off one evening, and the two
horses came together. The readers at Will's must have been a little
astonished at the boldness of such passages as the following:—
"Quoth the marble horse, It would make a stone speak,
To see a Lord Mayor and a Lombard Street beak,
Thy founder and mine, to cheat one another,
When both knaves agreed to be each other's brother.
Here Charing broke forth, and thus he went on—
My brass is provoked as much as thy stone
To see church and state bow down to a ——
And the King's chief ministers holding the door,
The money of widows and orphans employed,
And the bankers quite broke to maintain the ——'s pride.

Woolchurch. To see Dei Gratia writ on the throne.

And the King's wicked life says God there is none.

Charing. That he should be styled Defender of the Faith,

Who believes not a word what the Word of God saith.

Woolchurch. That the Duke should turn Papist, and that church defy,
For which his own father a Martyr did die.

Charing. Tho' he changed his religion, I hope he's so civil,

Not to think his own father has gone to the Devil.

Charing. Pause, brother, awhile, and calmly consider

What thou hast to say against my royal rider.

Woolchurch. Thy priest-ridden King turned desperate fighter

For the surplice, lawn-sleeves, the cross, and the mitre;
Till at last on the scaffold he was left in the lurch,
By knaves, who cried themselves up for the church,
Archbishops and bishops, archdeacons and deans.

Charing. Thy King will ne'er fight unless for his Queens.

Woolchurch. He that dys for ceremonys, dys like a fool.

Charing. The King on thy back is a lamentable tool.

Woolchurch. the Goat and the Lion I Equally Hate,

And Freemen alike value life and estate:
Tho' the father and son be different rods,
Between the two scourgers we find little odds;
Both infamous stand in three kingdoms' votes,
This for picking our pockets, that for cutting our throats.

What is thy opinion of James Duke of York?

Charing. The same that the frogs had of Jupiter's stork.

With the Turk in his head, and the Pope in his heart,
Father Patrick's disciples will make England smart.
If e'er he be king, I know Britain's doom,
We must all to a stake, or be converts to Rome.
Ah! Tudor, ah! Tudor, of Stuarts enough;
None ever reigned like old Bess in the ruff.

Woolchurch. But canst thou devise when things will be mended?

Charing. When the reign of the line of the Stuarts is ended."

And these very lampoons had a hand in ending them.

In the days of Buckingham there was a famous house of
entertainment in Charing Cross, called Locket's Ordinary. Where it
exactly stood seems to be no longer known: we suspect by the great
Northumberland Coffee-house. "It is often mentioned," says a
manuscript in Birch's collection, "in the plays of Cibber, Vanbrugh,
&c., where the scene sometimes is laid." It was much frequented by
Sir George Etherege, as appears from the following anecdotes,
picked up at the British Museum. Sir George Etherege and his
company, "provoked by something amiss in the entertainment or
attendance, got into a violent passion and abused the waiters. This
brought in Mrs. Locket: 'We are so provoked,' said Sir George, 'that
even I could find in my heart to pull the nose-gay out of your
bosom, and throw the flowers in your face.' This turned all their
anger into jest."
"Sir G. Etherege discontinued Locket's Ordinary, having
run up a score which he could not conveniently discharge.
Mrs. Locket sent one to dun him, and to threaten him with
a prosecution. He bid the messenger tell her that he
would kiss her if she stirred a step in it. When this answer
was brought back, she called for her hood and scarf, and
told her husband, who interposed, that 'she'd see if there
was any fellow alive who had the impudence.' 'Pr'ythee,
my dear, don't be so rash,' said her husband, 'you don't
know what a man may do in his passion.'"[326]
The site of the tavern is now also unknown, where Prior was found,
when a boy, reading Horace. It was called the Rummer. Mr. Nichols
has found that, in the year 1685, it was kept by "Samuel Prior," and
that the "annual feasts of the nobility and gentry living in the parish
of St. Martin" were held there, October 14, in that year. "Prior," says
Johnson, "is supposed to have fallen, by his father's death, into the
hands of his uncle, a vintner near Charing Cross, who sent him for
some time to Dr. Busby, at Westminster; but, not intending to give
him any education beyond that of the school, took him, when he
was well educated in literature, to his own house, where the Earl of
Dorset, celebrated for patronage of genius, found him by chance, as
Burnet relates, reading Horace, and was so well pleased with his
proficiency, that he undertook the care and cost of his academical
education."[327]
It is doubtful, however, from one of Prior's epistles to Fleetwood
Shepherd, whether the poet was more indebted to the Lord Dorset
or to that gentleman for his first advancement in life, though the Earl
finally became his great patron. He says to Shepherd,—
 "Now, as you took me up when little
Gave me my learning and my vittle,
Asked for me, from my lord, things fitting
Kind, as I 'ad been your own begetting,
Confirm what formerly you've given,
Nor leave me now at six and seven,
As Sunderland has left Mun Stephen."

And again:—

"My uncle, rest his soul! when living,

Might have contrived me ways of thriving;
Taught me with cider to replenish
My vats, or ebbing tide of Rhenish;
So, when for hock I drew pricked white-wine,
Swear 't had the flavour, and was right-wine;
Or sent me with ten pounds to Furni-
Val's Inn, to some good rogue attorney;
Where now, by forging deeds and cheating,
I 'ad found some handsome ways of getting.
All this you made me quit to follow
That sneaking, whey-fac'd god Apollo;
Sent me among a fiddling crew
Of folks, I 'ad never seen nor knew,
Calliope, and God knows who.
I add no more invectives to it,
You spoiled the youth to make a poet."

Johnson says "A survey of the life and writings of Prior may
exemplify a sentence which he doubtless understood well when he
read Horace at his uncle's; 'the vessel long retains the scent which it
first receives.' In his private relaxation he revived the tavern, and in
his amorous pedantry he exhibited the college. But on higher
occasions and nobler subjects, when habit was overpowered by the
necessity of reflection, he wanted not wisdom as a statesman, or
elegance as a poet." It is doubtful whether the general colour of
everybody's life and character might not be found in that of his
childhood; but there is no more reason to think that Prior's tavern
propensities were owing to early habit than those of his patrician
companions. No man was fonder of his bottle than Lord Dorset, and
of low company than many a lord has been. According to Burke,
who was a king's man, kings are naturally fond of low company. Yet
they are no nephews of tavern-keepers. Nor does it appear that
Prior did anything in his uncle's house but pass the time and read.
Thomson wrote part of his "Seasons" in the room over the shop of
Mr. Egerton, bookseller, where he resided when he first came to
London. He was at that time a raw Scotchman, gaping about town,
getting his pocket picked, and obliged to wait upon great men with
his poem of "Winter." Luckily his admiration of freedom did not
hinder him from acquiring the highest patronage. He obtained an
easy place, which required no compromise with his principles, and
passed the latter part of his life in a dwelling of his own at
Richmond, writing in his garden, and listening to nightingales. He
was of an indolent constitution, and has been seen in his garden
eating peaches off the trees, with his hands in his waistcoat pockets.
But his indolence did not hinder him from writing. He had the luck to
have the occupation he was fond of; and no man perhaps in his
native country, with the exception of Shakspeare, has acquired a
greater or more unenvied fame. His friends loved him, and his
readers love his memory.
In Spring Gardens, originally a place of public entertainment, died
Mrs. Centlivre, the sprightly authoress of the "Wonder," the "Busy
Body," and the "Bold Stroke for a Wife." She was buried at St.
Martin's. She is said to have been a beauty, an accomplished
linguist, and a good-natured friendly woman. Pope put her in his
"Dunciad," for having written, it is said, a ballad against his "Homer"
when she was a child! But the probability is that she was too
intimate with Steele and other friends of Addison while the irritable
poet was at variance with them. It is not impossible, also, that some
raillery of hers might have been applied to him, not very pleasant
from a beautiful woman against a man of his personal infirmities,
who was naturally jealous of not being well with the sex. Mrs.
Centlivre is said to have been seduced when young by Anthony
Hammond, father of the author of the "Love Elegies," who took her
to Cambridge with him in boy's clothes. This did not hinder her from
marrying a nephew of Sir Stephen Fox, who died a year thereafter;
nor from having two husbands afterwards. Her second was an officer
in the army, of the name of Carrol, who, to her great sorrow, was
killed in a duel. Her third husband, Mr. Centlivre, who had the
formidable title of Yeoman of the Mouth, being principal cook to
Queen Anne, fell in love with her when she was performing the part
of Alexander the Great, at Windsor; for she appears at one time to
have been an actress, though she never performed in London. Mrs.
Centlivre's dramas are not in the taste of Mrs. Hannah More's, but
the public still have a regard for them. All the plays above-
mentioned are stock pieces. The reason is, that, careless as they are
in dialogue, and not very scrupulous in manners, they are full of
action and good-humour.
Hedge Lane retained its name till lately, when, ceasing to be a heap
of squalidity, it was new christened and received the appellation of
Dorset Place. Part of it is merged in Pall Mall East. It is now the
handsomest end of the thoroughfare which runs up into Oxford
Road, and takes the successive names of Whitcomb, Princes, and
Wardour Streets. Not long ago the whole thoroughfare appears to
have been called Hedge Lane. It is related of Steele, Budgel, and
Philips, that, issuing from a tavern one day in Gerrard Street, they
were about to turn into Hedge Lane, when they were told that some
suspicious-looking persons were standing there as if in wait. "Thank
ye," said the wits, and hurried three different ways.
It is not pleasant to have old places altered which are connected
with interesting recollections, even if the place or recollection be
none of the pleasantest. When the houses in Suffolk Street were
pulled down, we could not help regretting that the abode was
among them in which poor Miss Vanhomrigh lived, who died for love
of Swift. She resided there with her mother, the widow of a Dutch
merchant, and had a small fortune. Swift while in England, upon the
affairs of the Irish Church, was introduced to them, and became so
intimate as to leave his best gown and cassock there for
convenience. He found the coffee also very pleasant, and gradually
became too much interested in the romantic spirit and flattering
attentions of the young lady, whose studies he condescended to
direct, and who, in short, fell in love with him at an age when he
was old enough to be her father. Unluckily he was married; and most
unluckily he did not say a word about the matter. It is curious to
observe in the letters which he sent over to Stella (his wife), with
what an affected indifference he speaks of the Vanhomrighs and his
visits to them, evidently thinking it necessary all the while to account
for their frequency. When he left England, Miss Vanhomrigh, after
the death of her mother, followed him, and proposed that he should
either marry or refuse her. He would do neither.
At length both the ladies, the married and unmarried, discovered
their mutual secret: a discovery which is supposed ultimately to have
hastened the death of both. Miss Vanhomrigh's survival of it was
short—not many weeks. For what may remain to be said on this
painful subject the reader will allow us to quote a passage from one
of the magazines.
"There was a vanity, perhaps, on both sides, though it
may be wrong to attribute a passion wholly to that
infirmity, where the object of it is not only a person
celebrated, but one full of wit and entertainment. The
vanity was certainly not the less on his side. Many
conjectures have been made respecting the nature of this
connection of Swift's, as well as another more mysterious.
The whole truth, in the former instance, appears obvious
enough. Swift, partly from vanity, and partly from a more
excusable craving after some recreation of his natural
melancholy, had suffered himself to take a pleasure, and
exhibit an interest, in the conversation of an intelligent
young woman, beyond what he ought to have done. An
attachment on her part ensued, not greater, perhaps, than
he contemplated with a culpable satisfaction as long as it
threatened no very great disturbance of his peace, but
which must have given him great remorse in after-times,
when he reflected upon his encouragement of it. On the
occasion of its disclosure his self-love inspired him with
one of his most poetical fancies:—
 'Cadenus many things had writ;
Vanessa much esteemed his wit,
And called for his poetic works:
Meanwhile the boy in secret lurks,
And while the book was in her hand
The urchin from his private stand,
Took aim, and shot with all his strength
A dart of such prodigious length,
It pierced the feeble volume through,
And deep transfixed her bosom too.
Some lines more moving than the rest,
Stuck to the point that pierced her breast,
And borne directly to the heart,
With pains unknown increased her smart.
Vanessa, not in years a score,
Dreams of a gown of forty-four,
Imaginary charms can find
In eyes with reading almost blind:
Cadenus now no more appears
Declined in health, advanced in years,
She fancies music in his tongue,
Nor farther looks, but thinks him young.'

"A reflection ensues which it is a pity he had not made

before:—

'What mariner is not afraid

To venture in a ship decayed?
What planter will attempt to yoke
A sapling with a fallen oak?
As years increase she brighter shines,
Cadenus with each day declines;
And he must fall a prey to time
While she continues in her prime.'

"If he had thought of this when he used to go to her

mother's house in order to change his wig and gown and
drink coffee, he would have avoided those
encouragements of Miss Vanhomrigh's sympathy and
admiration, which must have given rise to very bitter
reflections when she read such passages as the lines that
follow:—

'Cadenus, common forms apart,

In every scene had kept his heart;
Had sighed and languished, vowed and writ,
For pastime, or to show his wit.'

"It was sport to him, but death to her. His allegations of

not being conscious of anything on her part, are not to be
trusted. There are few men whose self-love is not very
sharp-sighted on such occasions,—men of wit in
particular; nor was Swift, notwithstanding the superiority
he assumed over fopperies of all sorts, and the great
powers which gave a passport to the assumption, exempt,
perhaps, from any species of vanity. The more airs he
gives himself on that point, the less we are to believe him.
He was fond of lords and great ladies, and levees, and
canonicals, and of having the verger to walk before him.
He saw very well, we may be assured, the impression
which he made on the young lady; but he hoped, as
others have hoped, that it would accommodate itself to
circumstances in cases of necessity; or he pretended to
himself that he was too modest to believe it a great one;
or sacrificing her ultimate good to her present pleasure
and to his own, he put off the disagreeable day of
alteration and self-denial till it was too late. There are
many reasons why Swift should have acted otherwise, and
why no man, at any time of life, should hazard the peace
of another by involvements which he cannot handsomely
follow up. If he does, he is bound to do what he can for it
to the last."[328]
The famous Calves' Head Club (in ridicule of the memory of Charles
I.) was held at a tavern in Suffolk Street; at least the assembly of it
was held there which made so much noise in the last century, and
produced a riot. At this meeting it was said that a bleeding calf's
head had been thrown out of the window, wrapt up in a napkin, and
that the members drank damnation to the race of the Stuarts. This
was believed till the other day, and has often been lamented as a
disgusting instance of party spirit. To say the truth, the very name of
the club was disgusting, and a dishonour to the men who invented
it. It was more befitting their own heads. But the particulars above
mentioned are untrue. The letter has been set right by the
publication of "Spence's Anecdotes," at the end of which are some
letters to Mr. Spence, including one from Lord Middlesex, giving the
real account of the affair. By the style of the letter the reader may
judge what sort of heads the members had, and what was reckoned
the polite way of speaking to a waiter in those days:—

Whitehall, Feb. ye
9th, 1735.
"Dear Spanco,
"I don't in the least doubt but long before this time the
noise of the riot on the 30 of Jan. has reached you at
Oxford, and though there has been as many lies and false
reports raised upon the occasion in this good city as any
reasonable man could expect, yet I fancy even those may
be improved or increased before they come to you. Now,
that you may be able to defend your friends (as I don't in
the least doubt you have an inclination to do), I'll send
you the matter of fact literally and truly as it happened,
upon my honour. Eight of us happened to meet together
the 30th of January, it might have been the 10th of June,
or any other day in the year, but the mixture of the
company has convinced most reasonable people by this
time that it was not a designed or premeditated affair. We
met, then, as I told you before, by chance upon this day,
and after dinner, having drunk very plentifully, especially
some of the company, some of us going to the window
unluckily saw a little nasty fire made by some boys in the
street, of straw I think it was, and immediately cried out,
'Damn it, why should not we have a fire as well as
anybody else?' Up comes the drawer, 'Damn you, you
rascal, get us a bonfire.' Upon which the imprudent puppy
runs down, and without making any difficulty (which he
might have done by a thousand excuses, and which if he
had, in all probability, some of us would have come more
to our senses), sends for the faggots, and in an instant
behold a large fire blazing before the door. Upon which
some of us, wiser, or rather soberer, than the rest,
bethinking themselves then, for the first time, what day it
was, and fearing the consequences a bonfire on that day
might have, proposed drinking loyal and popular healths to
the mob (out of the window), which by this time was very
great, in order to convince them we did not intend it as a
ridicule upon that day. The healths that were drank out of
the window were these, and these only: The King, Queen,
and Royal Family, the Protestant Succession, Liberty and
Property, the present Administration. Upon which the first
stone was flung, and then began our siege: which, for the
time it lasted, was at least as furious as that of
Philipsbourgh; it was more than an hour before we got
any assistance; the more sober part of us, doing this, had
a fine time of it, fighting to prevent fighting; in danger of
being knocked on the head by the stones that came in at
the windows; in danger of being run through by our mad
friends, who, sword in hand, swore they would go out,
though they first made their way through us. At length the
justice, attended by a strong body of guards, came and
dispersed the populace. The person who first stirred up
the mob is known; he first gave them money, and then
harangued them in a most violent manner; I don't know if
he did not fling the first stone himself. He is an Irishman
 and a priest, and belonging to Imberti, the Venetian
Envoy. This is the whole story from which so many calves'
heads, bloody napkins, and the Lord knows what has been
made; it has been the talk of the town and the country,
and small beer and bread and cheese to my friends the
Garretters in Grub Street, for these few days past. I, as
well as your friends, hope to see you soon in town. After
so much prose, I can't help ending with a few verses:—
O had I lived in merry Charles's days,
When dull the wise were called, and wit had praise;
When deepest politics could never pass
For aught, but surer tokens of an ass;
When not the frolicks of one drunken night
Could touch your honour, make your fame less bright,
Tho' mob-form'd scandal rag'd, and Papal spight.

"Middlesex."
The author of a "Secret History of the Calves' Head Club, or the
Republicans Unmasked" (supposed to be Ned Ward, of ale-house
memory), attributes the origin to Milton and some other friends of
the Commonwealth, in opposition to Bishop Juxon, Dr. Sanderson,
and others, who met privately every 30th of January, and had
compiled a private form of service for the day, not very different
from that now in use.
"After the Restoration," says the writer, "the eyes of the
Government being upon the whole party, they were
obliged to meet with a great deal of precaution; but in the
reign of King William they met almost in a public manner,
apprehending no danger." The writer farther tells us, he
was informed that it was kept in no fixed house, but that
they moved as they thought convenient. The place where
they met when his informant was with them was in a blind
alley near Moorfields, where an axe hung up in the club-
room, and was reverenced as a principal symbol in this
diabolical sacrament. Their bill of fare was a large dish of
calves' heads, dressed several ways, by which they
represented the king and his friends who had suffered in
his cause; a large pike, with a small one in his mouth, as
an emblem of tyranny; a large cod's head by which they
intended to represent the person of the king singly; a
boar's head with an apple in its mouth, to represent the
king by this as bestial, as by their other hieroglyphics they
had done foolish and tyrannical. After the repast was over,
one of their elders presented an Icon Basilike, which was
with great solemnity burnt upon the table, whilst the other
anthems were singing. After this, another produced
Milton's Defensio Populi Anglicani, upon which all laid their
hands, and made a protestation in form of an oath for
ever to stand by and maintain the same. The company
only consisted of Independents and Anabaptists; and the
famous Jeremy White, formerly chaplain to Oliver
Cromwell, who no doubt came to sanctify with his pious
exhortations the ribaldry of the day, said grace. After the
table-cloth was removed, the anniversary anthem, as they
impiously called it, was sung, and a calf's skull filled with
wine, or other liquor; and then a brimmer went about to
the pious memory of those worthy patriots who had killed
the tyrant and relieved their country from his arbitrary
sway: and, lastly, a collection was made for the mercenary
scribbler, to which every man contributed according to his
zeal for the cause and ability of his purse."
"Although no great reliance," says Mr. Wilson, from whose
life of De Foe this passage is extracted, "is to be placed
upon the faithfulness of Ward's narrative, yet, in the
frighted mind of a high-flying churchman, which was
continually haunted by such scenes, the caricature would
easily pass for a likeness." "It is probable," adds the
honest biographer of De Foe, "that the persons thus
collected together to commemorate the triumph of their
principles, although in a manner dictated by bad taste,
 and outrageous to humanity, would have confined
themselves to the ordinary methods of eating and
drinking, if it had not been for the ridiculous farce so
generally acted by the royalists upon the same day. The
trash that issued from the pulpit in this reign, upon the
30th of January, was such as to excite the worst passions
in the hearers. Nothing can exceed the grossness of
language employed upon these occasions. Forgetful even
of common decorum, the speakers ransacked the
vocabulary of the vulgar for terms of vituperation, and
hurled their anathemas with wrath and fury against the
objects of their hatred. The terms rebel and fanatic were
so often upon their lips, that they became the reproach of
honest men, who preferred the scandal to the slavery they
attempted to establish. Those who could profane the
pulpit with so much rancour in the support of senseless
theories, and deal it out to the people for religion, had
little reason to complain of a few absurd men who mixed
politics and calves' heads at a tavern; and still less, to
brand a whole religious community with their actions."[329]

SCOTLAND YARD IN 1750.

Scotland Yard is so called from a palace built for the reception of the
Kings of Scotland when they visited this country. Pennant tells us
that it was originally given to King Edgar, by Kenneth, Prince of that
country, for the purpose of his coming to pay him annual homage, as
Lord Paramount of Scotland. Margaret, widow of James V. and sister
of Henry VIII., resided there a considerable time after the death of
her husband, and was magnificently entertained by her brother on
his becoming reconciled to her second marriage with the Earl of
Angus.[330] When the Crowns became united, James I. of course
waived his right of abode in the homage-paying house, which was
finally deserted as a royal residence. We know not when it was
demolished. Probably it was devoted for some time to Government
offices. Scotland Yard was the place of one of Milton's abodes during
the time he served the Government of Cromwell. He lost an infant
son there. The eccentric Beau Fielding died in it at the beginning of
the last century, and Vanbrugh a little after him. There was a coffee-
house in the yard, which seems, by the following pleasant
advertisement, to have been frequented by good company:—
"Whereas six gentlemen (all of the same honourable
profession), having been more than ordinarily put to it for
a little pocket-money, did, on the 14th instant, in the
evening, near Kentish Town, borrow of two persons (in a
coach) a certain sum of money, without staying to give
bond for the repayment: And whereas fancy was taken to
the hat, peruke, cravat, sword, and cane, of one of the
creditors, which were all lent as freely as the money:
these are therefore to desire the said six worthies, how
fond soever they may be of the other loans, to un-fancy
the cane again and send it to Well's Coffee House in
Scotland Yard; it being too short for any such proper
gentlemen as they are to walk with, and too small for any
of their important uses; and withal, only valuable as
having been the gift of a friend."[331]
Beau Fielding was thought worthy of record by Sir Richard Steele, as
an extraordinary instance of the effects of personal vanity upon a
man not without wit. He was of the noble family of Fielding, and was
remarkable for the beauty of his person, which was a mixture of the
Hercules and the Adonis. It is described as having been a real model
of perfection. He married to his first wife the dowager Countess of
Purbeck; followed the fortunes of James II., who is supposed to have
made him a major-general and perhaps a count; returned and
married a woman of the name of Wadsworth, under the impression
that she was a lady of fortune; and, discovering his error, addressed
or accepted the addresses of the notorious Duchess of Cleveland,
and married her, who, on discovering her mistake in turn, indicted
him for bigamy and obtained a divorce. Before he left England to
follow James, "Handsome Fielding," as he was called, appears to
have been insane with vanity. On his return, he had added, to the
natural absurdities of that passion, the indecency of being old; but
this only rendered him the more perverse in his folly. He always
appeared in an extraordinary dress: sometimes rode in an open
tumbril, of less size than ordinary, the better to display the nobleness
of his person; and his footmen appeared in liveries of yellow, with
black feathers in their hats, and black sashes. When people laughed
at him, he refuted them, as Steele says, "by only moving." Sir
Richard says he saw him one day stop and call the boys about him,
to whom he spoke as follows:—
"Good youths,—Go to school, and do not lose your time in following
my wheels: I am loth to hurt you, because I know not but you are all
my own offspring. Hark ye, you sirrah with the white hair, I am sure
you are mine, there is half-a-crown for you. Tell your mother, this,
with the other half-crown I gave her ... comes to five shillings. Thou
hast cost me all that, and yet thou art good for nothing. Why, you
young dogs, did you never see a man before?" "Never such a one as
you, noble general," replied a truant from Westminster. "Sirrah, I
believe thee: there is a crown for thee. Drive on, coachman." Swift
puts him in his list of Mean Figures, as one who "at fifty years of
age, when he was wounded in a quarrel upon the stage, opened his
breast and showed the wound to the ladies, that he might move
their love and pity; but they all fell a laughing." His vanity, which
does not appear to have been assisted by courage, sometimes got
him into danger. He is said to have been caned and wounded by a
Welsh gentleman, in the theatre in Lincoln's Inn Fields; and pressing
forward once at a benefit of Mrs. Oldfield's, 'to show himself,' he trod
on Mr. Fulwood, a barrister, who gave him a wound twelve inches
deep. His fortune, which he ruined by early extravagance, he
thought to have repaired by his marriage with Mrs. Wadsworth, and
endeavoured to do so by gambling; but succeeded in neither
attempt, and after the short-lived splendour with the Duchess of
Cleveland, returned to his real wife, whom he pardoned, and died
under her care. During the height of his magnificence, he carried his
madness so far, according to Steele, as to call for his tea by beat of
drum; his valet got ready to shave him by a trumpet to horse; and
water was brought for his teeth, when the sound was changed to
boots and saddle." If this looks like a jest, there is no knowing how
far vanity might be carried, especially when the patient may cloak it
from himself under the guise of giving way to a humour.[332]
Vanbrugh, comic poet, architect, and herald, was comptroller of the
royal works. His house in Whitehall, built by himself, was remarkable
for its smallness. Swift compared it to a goose-pie. On the other
hand, his Blenheim and public buildings are ridiculed for their
ponderous hugeness. The close of Dr. Evans's epitaph upon him is
well known:—

Lie heavy on him earth, for he

Laid many a heavy load on thee.

When he was made Clarencieux king-at-arms, Swift said he might

now "build houses." The secret of this ridicule was, that Vanbrugh
was a Whig. Sir Joshua Reynolds has left the following high
encomium on his merits as an architect. "In the buildings of
Vanbrugh, who was a poet as well as an architect, there is a greater
display of imagination than we shall find, perhaps, in any other; and
this is the ground of the effect we feel in many of his works,
notwithstanding the faults with which many of them are charged. For
this purpose, Vanbrugh appears to have had recourse to some
principles of the Gothic architecture, which, though not so ancient as
the Grecian, is more so to our imagination, with which the artist is
more concerned than with absolute truth." "To speak of Vanbrugh
(adds Sir Joshua), in the language of a painter, he had originality of
invention; he understood light and shadow, and had great skill in
composition. To support his principal object, he produced his second
and third groups or masses. He perfectly understood in his art, what
is the most difficult in ours, the conduct of the back-ground, by
which the design and invention are set off to the greatest advantage.
What the back-ground is in painting, in architecture is the real
ground on which the building is erected; and no architect took
greater care that his work should not appear crude and hard; that is,
that it did not abruptly start out of the ground without expectation or
preparation. This is a tribute which a painter owes to an architect
who composed like a painter, and was defrauded of the due reward
of his merit by the wits of his time, who did not understand the
principles of composition in poetry better than he, and who knew
little or nothing of what he understood perfectly—the general ruling
principles of architecture and painting. Vanbrugh's fate was that of
the great Perrault. Both were the objects of the petulant sarcasms of
factious men of letters, and both have left some of the fairest
monuments which, to this day, decorate their several countries;—the
façade of the Louvre; Blenheim, and Castle Howard."[333] Perrault,
however, had a worse fate than Vanbrugh, for the Frenchman was
ridiculed not only as an architect but as a man of letters, whereas
our author's pretensions that way were acknowledged.
In the front of Scotland Yard an extraordinary adventure befell Lord
Herbert of Cherbury—(see Queen Street, Lincoln's Inn Fields), who
relates it in a strain of coxcombry (particularly about the ladies)
which would have brought discredit upon such a story from any
other pen. There is no doubt, however, that the story is true.
"There was a lady," says his lordship, "wife to Sir John
Ayres, knight, who finding some means to get a copy of
my picture from Larkin, gave it to Mr. Isaac, the painter, in
Blackfriars, and desired him to draw it in little, after his
manner; which being done, she caused it to be set in gold
and enamelled, and so wore it about her neck so low that
she hid it under her breasts, which I conceive, coming
afterwards to the knowledge of Sir John Ayres, gave him
more cause of jealousie than needed, had he known how
innocent I was from pretending to anything that might
wrong him or his lady, since I could not so much as
imagine that either she had my picture, or that she bare
more than ordinary affection to me. It is true, that as she
had a place in court, and attended Queen Anne, and was
beside of an excellent wit and discourse, she had made
herself a considerable person. Howbeit, little more than a
common civility ever passed betwixt us; though I confess I
think no man was welcomer to her when I came, for
which I shall allege this passage:—
"Coming one day into her chamber, I saw her through the
curtains lying upon her bed with a wax candle in one
hand, and the picture I formerly mentioned in the other. I
coming thereupon somewhat boldly to her, she blew out
the candle and hid the picture from me: myself thereupon
being curious to know what that was she held in her hand,
got the candle to be lighted again, by means whereof I
found it was my picture she looked upon with more
earnestness and passion than I could easily have believed,
especially since myself was not engaged in any affection
towards her. I could willingly have omitted this passage,
but that it was the beginning of a bloody history which
followed: howsoever, yet I must before the eternal God
clear her honour. And now in court a great person sent for
me divers times to attend her; which summons, though I
obeyed, yet God knows I declined coming to her as much
as conveniently I could without incurring her displeasure;
and this I did, not only for very honest reasons, but, to
speak ingenuously, because that affection passed between
me and another lady (who I believe was the fairest of her
time) as nothing could divert it. I had not been long in
London, when a violent burning fever seized upon me,
which brought me almost to my death, though at last I did
by slow degrees recover my health. Being thus upon my
amendment, the Lord Lisle, afterwards Earl of Leicester,
sent me word, that Sir John Ayres intended to kill me in
my bed; and wished me to keep guard upon my chamber
and person. The same advertisement was confirmed by
Lucy, Countess of Bedford, and the Lady Hobby, shortly
after. Hereupon I thought fit to entreat Sir William Herbert,
now Lord Powis, to go to Sir John Ayres, and tell him that
I marvelled much at the information given me by these
great persons, and that I could not imagine any sufficient
ground hereof; howbeit, if he had anything to say to me in
a fair and noble way, I would give him the meeting as
soon as I had got strength enough to stand on my legs.
Sir William hereupon brought me so ambiguous and
doubtful an answer from him, that, whatsoever he meant,
he would not declare yet his intention, which was really, as
I found afterwards, to kill me any way that he could." The
reason, Lord Herbert tells us, was, that Sir John, though
falsely, accused him of having seduced his wife. "Finding
no means thus to surprise me," continues the noble lord,
"he sent me a letter to this effect; that he desired to meet
me somewhere, and that it might so fall out as I might
return quietly again. To this I replied, that if he desired to
fight with me on equal terms, I should, upon assurance of
the field and fair play, give him meeting when he did any
way specify the cause, and that I did not think fit to come
to him upon any other terms, having been sufficiently
informed of his plots to assassinate me.
"After this, finding he could take no advantage against me,
then in a treacherous way he resolved to assassinate me
in this manner;—hearing I was to come to Whitehall on
horseback with two lacqueys only, he attended my coming
back in a place called Scotland Yard, at the hither end of
Whitehall, as you come to it from the Strand, hiding
himself here with four men armed to kill me. I took horse
at Whitehall Gate, and, passing by that place, he being
armed with a sword and dagger, without giving me so
much as the least warning, ran at me furiously, but instead
of me, wounded my horse in the brisket, as far as his
sword could enter for the bone; my horse hereupon
starting aside, he ran him again in the shoulder, which,
though it made the horse more timorous, yet gave me
time to draw my sword: his men thereupon encompassed
me, and wounded my horse in three places more; this
made my horse kick and fling in that manner, as his men
durst not come near me, which advantage I took to strike
at Sir John Ayres with all my force, but he warded the
blow both with his sword and dagger; instead of doing
him harm, I broke my sword within a foot of the hilt;
hereupon, some passenger that knew me, observing my
horse wounded in so many places, and so many men
assaulting me, and my sword broken, cried to me several
times, 'Ride away, ride away;' but I scorning a base flight
upon what terms soever, instead thereof alighted as well I
could from my horse; I had no sooner put one foot upon
the ground than Sir John Ayres, pursuing me, made at my
horse again, which the horse perceiving, pressed on me
on the side I alighted, in that manner, that he threw me
down, so that I remained flat upon the ground, only one
foot hanging in the stirrup, with that piece of a sword in
my right hand. Sir John Ayres hereupon ran about the
horse, and was thrusting his sword into me, when I,
finding myself in this danger, did with both my arms
reaching at his legs pull them towards me, till he fell down
backwards on his head; one of my footmen hereupon,
who was a little Shropshire boy, freed my foot out of the
stirrup, the other, who was a great fellow, having run away
as soon as he saw the first assault; this gave me time to
get upon my legs and to put myself in the best posture I
could with that poor remnant of a weapon; Sir John Ayres
by this time likewise was got up, standing betwixt me and
some part of Whitehall, with two men on each side of him,
and his brother behind him, with at least twenty or thirty
persons of his friends, or attendants on the Earl of Suffolk;
observing thus a body of men standing in opposition
against me, though to speak truly I saw no swords drawn
but Sir John Ayres' and his men, I ran violently against Sir
John Ayres, but he, knowing my sword had no point, held
his sword and dagger over his head, as believing I could
strike rather than thrust, which I no sooner perceived but
I put a home thrust to the middle of his breast, that I
threw him down with so much force, that his head fell first
to the ground and his heels upwards; his men hereupon
assaulted me, when one Mr. Mansel, a Glamorganshire
gentleman, finding so many set against me alone, closed
with one of them; a Scotch gentleman also, closing with
another, took him off also: all I could well do to those that
remained was to ward their thrusts, which I did with that
resolution that I got ground upon them. Sir John Ayres
was now got up a third time, when I making towards him
with intention to close thinking, that there was otherwise
no safety for me, put by a thrust of his with my left hand,
and so coming within him, received a stab with his dagger
on my right side, which ran down my ribs as far as my
hips, which I feeling, did with my right elbow force his
hand, together with the hilt of the dagger, so near the
upper part of my right side, that I made him leave hold.
The dagger now sticking in me, Sir Henry Carey,
afterwards Lord of Faulkland, and Lord Deputy of Ireland,
finding the dagger thus in my body, snatched it out; this
Welcome to Our Bookstore - The Ultimate Destination for Book Lovers
Are you passionate about testbank and eager to explore new worlds of
knowledge? At our website, we offer a vast collection of books that
cater to every interest and age group. From classic literature to
specialized publications, self-help books, and children’s stories, we
have it all! Each book is a gateway to new adventures, helping you
expand your knowledge and nourish your soul
Experience Convenient and Enjoyable Book Shopping Our website is more
than just an online bookstore—it’s a bridge connecting readers to the
timeless values of culture and wisdom. With a sleek and user-friendly
interface and a smart search system, you can find your favorite books
quickly and easily. Enjoy special promotions, fast home delivery, and
a seamless shopping experience that saves you time and enhances your
love for reading.
Let us accompany you on the journey of exploring knowledge and
personal growth!

ebooksecure.com