“La técnica al servicio de la patria”

Instituto Politécnico Nacional

Escuela Superior de Comercio y Administración

International Negotiation
Strategies

Licenciatura en Negocios Internacionales

1.1.4 Negotiation types and styles

1.2 The negotiator profile

Docente: Anzaldo Juárez Marta Gabriela

Team 3 members
Romo Méndez Nathalie Guadalupe (Team Leader)
Sánchez Munguía Valeria Miroslava
Velázquez Valencia Brisa Azucena
Zamudio Hernandez Miriam Itzel

6NVAB

15 de febrero de 2025
 INDEX
Introduction................................................................................................................ 1
1.1.4 Negotiation types and styles........................................................................... 1
Distributive vs. Integrative Negotiation................................................................... 1
Hard vs. Soft Negotiation Styles.............................................................................1
The Influence of Cultural Differences in Negotiation Styles............................................... 1
The Role of Power and Authority in Negotiation................................................................ 2
1.2 The negotiator profile..........................................................................................3
Key Skills of an Effective Negotiator.................................................................................. 3
The Importance of Emotional Intelligence in Negotiation....................................... 3
Common Mistakes in Negotiation and How to Avoid Them................................... 4
Ethics and Integrity in Negotiation..........................................................................5
QUESTIONNAIRE.......................................................................................................6
REFERENCES............................................................................................................ 6
Introduction

Negotiation is an essential process in various areas of life, from the business

environment to personal relationships. Understanding the different styles and forms
of negotiation, as well as the profile of the negotiator, is crucial for reaching effective
and sustainable agreements. This study focuses on analyzing the main negotiation
styles and the characteristics that define a successful negotiator.

1.1.4 Negotiation types and styles

Distributive vs. Integrative Negotiation

Distributive Negotiation, what is it?

Also known as "zero-sum" or "competitive" trading. In this type of negotiation, the

parties compete for a limited resource, where what one party gains, the other loses.
The goal is to maximize one's own profit at the expense of the other party.

Key features:

●​ Focused on a single topic (e.g., price).

●​ Short-term relationship between the parties.
●​ Win-lose (one party wins, the other loses).
●​ Little or no collaboration.

Strategies:

●​ Anchor the price: Establish a favorable initial offer to influence the

negotiation.
●​ Minimal concessions: Make small, incremental concessions so as not to
lose advantage.
●​ Hide information: Do not disclose the maximum or minimum limit you are
willing to accept.
●​ Time pressure: Using deadlines or time limits to force a favorable decision.

Integrative Negotiation, what is it?

Also known as "collaborative negotiation" or "win-win". Here, the parties work

together to find solutions that benefit both sides, expanding the value available rather
than competing for a fixed resource.

Key features:

●​ Focused on multiple topics or interests.

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 ●​ Long-term relationship between the parties.
●​ Win-win (both parties get benefits).
●​ High collaboration and open communication.

Strategies:

●​ Identify common interests: Discover the needs and priorities of both parties.
●​ Create value: Look for options that maximize mutual benefit.
●​ Concession Exchange: Making concessions in less important areas to gain
advantages in key areas.
●​ Open communication: Sharing information to build trust and find creative
solutions.

Aspect Distributive Negotiation Integrative Negotiation

Approach Competitive (win-lose) Collaborative (win-win)

Resources Limited (zero-sum) Scalable (value creation)

Relationship between parties Short-term, transactional Long-term, collaborative

Negotiation Topics Unique (e.g. price) Multiple (diverse

interests)

Communication Closed, strategic Open, transparent

Hard vs. Soft Negotiation Styles

Hard Negotiation, What Is It?

A competitive and aggressive approach in which the negotiator seeks to maximize

his or her own profits, often at the expense of the other party. He focuses on winning
at all costs.

Key features:

●​ Extreme positions: Start with high or low demands.

●​ Little flexibility: Resistance to making concessions.
●​ Pressure and manipulation: Use of tactics such as deadlines, threats, or
intimidation.
●​ Focus on self-interest: Prioritize personal results over the relationship.

Advantages:

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 ●​ It can be effective in one-time negotiations or with little future relationship.
●​ Maximizes short-term profits.
●​ Useful when the other party is weak or unprepared.

Disadvantages:

●​ It damages long-term relationships.

●​ It can lead to an impasse if both sides are hard.
●​ It generates distrust and resentment.
●​ Not suitable for situations that require collaboration.

Soft Trading, What Is It?

A collaborative and friendly approach in which the negotiator prioritizes maintaining a

good relationship and avoiding conflicts. Look for a quick deal, even at the cost of
giving too much.

Key features:

●​ Generous concessions: Yield easily to maintain harmony.

●​ Focus on the relationship: Prioritize the relationship over the results.
●​ Avoid conflict: Look for quick and amicable agreements.
●​ Flexibility: Is willing to adapt to the needs of the other party.

Advantages:

●​ Maintains positive long-term relationships.

●​ Reduce conflict and stress during negotiation.
●​ Useful when the relationship is more important than the outcome.

Disadvantages:

●​ It can lead to unbalanced results (one party wins more than the other).
●​ Risk of being exploited by tough negotiators.
●​ It doesn't always solve the underlying problems.

When to use each style?

●​ Tough Negotiation:
○​ When interests are opposed and there is no possibility of collaboration.
○​ In one-off transactions or with little future relationship.
○​ When the other party is weak or unprepared.
●​ Soft Trading:
○​ When the long-term relationship is more important than the outcome.
○​ In situations where collaboration is key (teams, partners).
○​ When a quick and conflict-free agreement is sought.

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Alternative: Principled Negotiation (Harvard Method)

An intermediate approach proposed by the Harvard Negotiation Project combines

the best of both styles:

●​ Focus on interests, not positions: Identify underlying needs.

●​ Separate people from the problem: Prevent emotions from affecting the
negotiation.
●​ Mutually beneficial options: Look for creative solutions that benefit both
parties.
●​ Objective criteria: Use fair standards to make decisions.

The Influence of Cultural Differences in Negotiation Styles

Cultural differences significantly affect negotiation styles, impacting communication,

time perception, relationship-building, and decision-making. Understanding these
differences is crucial for successful international negotiations.

In high-context cultures (e.g., Japan, China), communication is indirect, relying on

non-verbal cues and shared context. In contrast, low-context cultures (e.g., the U.S.,
Germany) value direct and explicit communication, leading to potential
misunderstandings if these styles clash.

Attitudes toward time also differ. Monochronic cultures (e.g., U.S., Germany)
emphasize punctuality and efficiency, while polychronic cultures (e.g., Mexico, India)
are more flexible, prioritizing relationships over strict schedules. This can affect the
pace of negotiations.

The importance of relationships varies across cultures. In collectivist cultures (e.g.,

China, Mexico), building trust is essential before discussing business, while in
individualistic cultures (e.g., the U.S., Western Europe), the focus is often on the deal
itself, with less emphasis on personal connections.

Lastly, decision-making processes can differ. In hierarchical cultures (e.g., Japan),

decisions are made by senior leaders, while in egalitarian cultures (e.g., the U.S.),
decision-making is more decentralized.

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Understanding these cultural nuances can lead to more effective negotiations and
stronger international relationships.

The Role of Power and Authority in Negotiation

Power and authority are key elements that shape the dynamics of negotiation. Power
refers to the ability to influence outcomes, often derived from position, resources, or
information. Authority, on the other hand, is the right to make decisions within a
specific context.

●​ Power in negotiation can come from different sources:

●​ Positional power arises from one’s formal role, such as a manager or CEO.
●​ Informational power comes from possessing valuable knowledge or insights.
●​ Resource power involves control over essential assets, like capital or
supplies.
●​ Relationship power stems from strong personal or professional connections.

Authority influences the negotiation by determining who can make decisions. The
person with decision-making authority often holds the most power in negotiations.
Sometimes, authority is delegated to others, which can complicate the process as
decisions need further approval.

Cultural differences also impact how power and authority are perceived. In
hierarchical cultures (e.g., Japan), power is centralized in senior figures, while in
egalitarian cultures (e.g., the U.S.), decision-making is more shared.

Understanding the role of power and authority helps negotiators adopt appropriate
strategies, balancing assertiveness and collaboration for successful outcomes.

1.2 The negotiator profile

Key Skills of an Effective Negotiator

●​ Communication: Effective communication is fundamental in any negotiation. It

includes the ability to actively listen, interpret non-verbal cues, and express
ideas clearly and concisely. Skilled negotiators can adjust their

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 communication styles to meet the listener's needs, avoiding
misunderstandings that could hinder reaching an agreement.
●​ Persuasion: Persuasion involves influencing others to accept your point of
view. This requires a combination of logic, emotion, and credibility. Effective
negotiators use persuasive techniques to present their arguments
convincingly, making the other party see the benefits of their proposal.
●​ Leadership: A good negotiator must be an effective leader, capable of guiding
parties towards a mutually beneficial solution. This includes the ability to make
informed decisions, remain calm under pressure, and motivate others to
collaborate in finding an agreement.
●​ Adaptability: The ability to adapt to different situations and audiences is
crucial. This includes adjusting the communication style as needed and being
flexible in seeking solutions. Adaptable negotiators can respond effectively to
changes in the negotiation dynamics.
●​ Patience: Patience is essential for handling long and complex negotiations
without losing composure. Patient negotiators can wait for the right moment to
present their arguments and do not rush into unfavorable agreements.
●​ Emotional Intelligence: The ability to recognize and manage your own
emotions and those of others can significantly improve negotiation outcomes.
Emotional intelligence allows negotiators to stay calm, understand the
emotions of the other party, and use this information to facilitate an
agreement.

The Importance of Emotional Intelligence in Negotiation

Emotion Management: Emotional intelligence (EI) allows negotiators to control their

emotions and understand those of others, leading to more positive and less tense
outcomes. Managing emotions effectively can prevent conflicts from escalating and
help maintain a constructive dialogue.
Empathy: Empathy, a key component of EI, is the ability to understand and share the
feelings of others. In negotiation, empathy helps build trust and rapport, making it
easier to find solutions that satisfy both parties. Empathetic negotiators can better

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understand the needs and concerns of their counterparts, leading to more effective
problem-solving.
Self-Awareness: Self-awareness involves recognizing your own emotions and
understanding how they affect your behavior. This awareness is crucial for
maintaining composure and objectivity during negotiations. Self-aware negotiators
can identify their emotional triggers and take steps to manage them, ensuring that
their emotions do not negatively impact the negotiation process.
Relationship Management: Effective relationship management is another critical
aspect of EI. This includes resolving conflicts, maintaining open and honest
communication, and fostering a collaborative environment. Negotiators with high EI
can navigate complex interpersonal dynamics and build strong, lasting relationships
with their counterparts.

Practical Applications:
Active Listening: By actively listening to the other party, negotiators can better
understand their perspective and respond appropriately. This involves paying
attention to verbal and non-verbal cues and asking clarifying questions.
Regulating Emotions: Techniques such as taking breaks, deep breathing, and
reframing negative thoughts can help negotiators stay calm and focused.
Building Rapport: Establishing a connection with the other party can create a more
cooperative atmosphere. This can be achieved through small talk, finding common
ground, and showing genuine interest in the other party's concerns

Common Mistakes in Negotiation and How to Avoid Them

1.​ Inadequate Preparation: Failing to research the other party’s interests and
negotiation context can lead to poor outcomes. Proper preparation ensures
clear objectives and stronger positioning (Harvard Business Review, 2021).
2.​ Focusing Only on Price: Negotiation involves multiple factors beyond price,
such as long-term value, delivery, and quality. A broader perspective leads to
better agreements (Stanford GSB, 2020).
3.​ Ignoring Relationship Building: Viewing negotiation as purely transactional
can harm long-term relationships. Building rapport fosters trust and
collaboration (Hogan, 2019).

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 4.​ Allowing Emotions to Take Over: Emotional reactions can cloud judgment.
Staying composed and practicing active listening improves outcomes (Red
Bear Negotiation, 2022).
5.​ Overconfidence and Rigidity: Being too confident can lead to unrealistic
expectations. Flexibility and adaptability increase success rates (Negotiations
Training Institute, 2021).

Avoiding these mistakes enhances negotiation effectiveness and fosters better

agreements.

Ethics and Integrity in Negotiation

1.​ Transparency and Honesty: Ethical negotiators prioritize truthfulness to build

trust and credibility (Harvard PON, 2020).
2.​ Avoiding Deception: Misrepresentation and withholding information can harm
reputations and long-term relationships (Aligned Negotiation, 2021).
3.​ Respecting Cultural Norms: Understanding cultural perspectives ensures
ethical and fair negotiations (Laws Learned, 2022).
4.​ Establishing Ethical Standards: Organizations should implement clear
guidelines to promote integrity in negotiations (Negotiate.org, 2021).
5.​ Reflecting on Moral Principles: Considering fairness, transparency, and
long-term impact helps ensure ethical decision-making (Harvard PON, 2020).

Upholding ethics in negotiation strengthens relationships, maintains credibility, and

leads to sustainable success.

QUESTIONNAIRE

1.​ What is Distributive Negotiation?

a)​ A negotiation where both parties win.

b) A "zero-sum" negotiation where what one wins, the other loses.

c)​ A negotiation focused on building long-term relationships.

d)​ A negotiation based on collaboration and value creation.

2.​ What is a key characteristic of Integrative Negotiation?

a)​ Focus on a single topic.

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 b)​ Short-term relationship between the parties.

c)​ High collaboration and open communication.

d)​ Minimize trade-offs.

3.​ What style of negotiation seeks to maximize profits at the expense of the other party?

a)​ Smooth negotiation.

b)​ Integrative Negotiation.

c)​ Tough negotiation.

d)​ Negotiation of Principles.

4.​ What is the benefit of Soft Trading?

a)​ Maximizes short-term profits.

b)​ Maintains positive long-term relationships.

c)​ It is effective in one-time negotiations.

d)​ It always solves the underlying problems.

5.​ Which trading method combines the best of hard and soft styles?

a)​ Distributive Negotiation.

b)​ Integrative Negotiation.

c)​ Negotiation of Principles (Harvard Method).

d)​ Cultural Negotiation.

6.​ How do cultural differences influence negotiation?

a)​ They have no impact.

b) They affect communication, time, relationships, and decision-making.

c)​ They only affect the perception of time.

d)​ They only affect direct communication.

7.​ What kind of culture values direct and explicit communication?

a)​ High-context cultures.

b) Cultures of low context.

c)​ Polychronic cultures.

d)​ Hierarchical cultures.

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 8.​ What kind of power is derived from the possession of valuable knowledge?

a)​ Positional power.

b) Information power.

c)​ Power of resources.

d)​ Power of relationship.

9.​ What skill is critical for an effective negotiator?

a)​ Isolation.

b)​ Communication.

c)​ Rigidity.

d)​ Aggressiveness.

10.​What aspect of emotional intelligence helps build trust and sympathy?

a)​ Self-esteem.

b) Empathy.

c)​ Selfishness.

d)​ Rigidity.

11.​What common negotiation mistake can be avoided by researching the other party's
interests?

a)​ Ignoring relationship building.

b)​ Focus only on price.

c)​ Inadequate preparation.

d)​ Allow emotions to take over.

12.​Why is ethics important in negotiation?

a)​ To maximize short-term profits.

b)​ To damage the reputation of the other party

c)​ To build trust and credibility.

d)​ To avoid transparency.

13.​What is emotional intelligence in negotiation?

a)​ The ability to be aggressive.

b) The ability to recognize and manage one's own and others' emotions.

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 c)​ The ability to ignore the emotions of others.

d)​ The ability to manipulate others.

14.​What type of negotiation seeks solutions that benefit both parties?

a)​ Distributive Negotiation.

b)​ Tough negotiation.

c)​ Integrative Negotiation.

d)​ Smooth negotiation.

15.​What does it mean to "anchor the price" in distributive negotiation?

a)​ Make generous concessions.

b)​ Establish a favorable initial offer to influence the negotiation.

c)​ Avoid any kind of offer

d)​ Focus on the relationship rather than the price.

REFERENCES
●​ Forbes Coaches Council. (2020). 15 Critical Skills Required To Become An Excellent
Negotiator. Forbes. Retrieved from
https://www.forbes.com/councils/forbescoachescouncil/2020/07/08/15-critical-skills-re
quired-to-become-an-excellent-negotiator/
●​ Herrity, J. (2024). 12 Important Negotiation Skills (With Definition and Tips). Indeed.
Retrieved from
https://www.forbes.com/councils/forbescoachescouncil/2020/07/08/15-critical-skills-re
quired-to-become-an-excellent-negotiator/
●​ Frontline Negotiations. (2025). Is emotional intelligence in negotiations important? 5
ways to use it. Retrieved from
https://frontline-negotiations.org/blog/emotional-intelligence-negotiations-important/
●​ Harvard Business School Online. (2023). The Impact of Emotions in Negotiation.
Retrieved from https://online.hbs.edu/blog/post/emotion-in-business-negotiation
●​ Aligned Negotiation. (2021). Ethics in negotiation: Why they matter and how to
incorporate them. Retrieved from https://www.alignednegotiation.com
●​ Harvard Business Review. (2021). Common negotiation mistakes and how to avoid
them. Retrieved from https://hbr.org
●​ Harvard Program on Negotiation. (2020). Questions of ethics in negotiation.
Retrieved from https://www.pon.harvard.edu

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 ●​ Hogan, K. (2019). How to avoid common mistakes in strategic negotiations.
Retrieved from https://hogonext.com
●​ Laws Learned. (2022). Ethics in negotiation. Retrieved from https://lawslearned.com
●​ Negotiate.org. (2021). Negotiation and ethics: Why integrity matters. Retrieved from
https://negotiate.org
●​ Negotiations Training Institute. (2021). Common mistakes in negotiations and how to
avoid them. Retrieved from https://www.negotiationstraininginstitute.com
●​ Red Bear Negotiation. (2022). 6 common negotiation mistakes and how to overcome
them. Retrieved from https://www.redbearnegotiation.com
●​ Stanford Graduate School of Business. (2020). Negotiation strategy: Seven common
pitfalls to avoid. Retrieved from https://www.gsb.stanford.edu
●​ Situational Communication. (n.d.). 10 Characteristics Of Successful/Effective
Negotiators. Retrieved from Situational Communication
●​ Shonk, K. (2025, 4 febrero). What is distributive negotiation? PON - Program On
Negotiation At Harvard Law School.
https://www.pon.harvard.edu/daily/negotiation-skills-daily/what-is-distributive-negotiati
on/
●​ Staff, P. (s. f.). integrative negotiation. PON - Program On Negotiation At Harvard
Law School. https://www.pon.harvard.edu/tag/integrative-negotiation/

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 MAIN IDEA TRANSLATION
Negotiation is an essential process in various areas La negociación es un proceso esencial en
of life, from the business environment to personal diversos ámbitos de la vida, desde el entorno
relationships. empresarial hasta las relaciones personales.
A competitive and aggressive approach in which the Un enfoque competitivo y agresivo en el que el
negotiator seeks to maximize his or her own profits, negociador busca maximizar sus propios
often at the expense of the other party. He focuses beneficios, a menudo a expensas de la otra
on winning at all costs. parte. Se centra en ganar a toda costa.
A collaborative and friendly approach in which the Un enfoque colaborativo y amigable en el que
negotiator prioritizes maintaining a good el negociador prioriza mantener una buena
relationship and avoiding conflicts. relación y evitar conflictos.
Cultural differences significantly affect negotiation Las diferencias culturales afectan
styles, impacting communication, time perception, significativamente los estilos de negociación,
relationship-building, and decision-making. impactando la comunicación, la percepción del
tiempo, la construcción de relaciones y la toma
de decisiones.
The importance of relationships varies across La importancia de las relaciones varía según la
cultures. In collectivist cultures, building trust is cultura. En las culturas colectivistas, generar
essential before discussing business, while in confianza es esencial antes de hablar de
individualistic cultures, the focus is often on the deal negocios, mientras que en las culturas
itself, with less emphasis on personal connections. individualistas, la atención suele centrarse en el
acuerdo en sí, con menos énfasis en las
conexiones personales.
Power refers to the ability to influence outcomes, El poder se refiere a la capacidad de influir en
often derived from position, resources, or los resultados, a menudo derivada de la
information. Authority, on the other hand, is the posición, los recursos o la información. La
right to make decisions within a specific context. autoridad, por otro lado, es el derecho a tomar
decisiones en un contexto específico.
Authority influences the negotiation by determining La autoridad influye en la negociación al
who can make decisions. People with decision- determinar quién puede tomar decisiones. La
making authority often holds the most power in persona con autoridad para tomar decisiones
negotiations. suele tener el mayor poder en las
negociaciones.
Persuasion: Persuasion involves influencing others Persuasión: Persuadir implica influir en los
to accept your point of view. This requires a demás para que acepten tu punto de vista. Esto
combination of logic, emotion, and credibility. requiere una combinación de lógica, emoción y
credibilidad.
Leadership: A good negotiator must be an effective Liderazgo: Un buen negociador debe ser un
leader, capable of guiding parties towards a líder eficaz, capaz de guiar a las partes hacia
mutually beneficial solution. una solución mutuamente beneficiosa.
Emotional Intelligence: The ability to recognize and Inteligencia emocional: La capacidad de
manage your own emotions and those of others can reconocer y gestionar las propias emociones y
significantly improve negotiation outcomes. las de los demás puede mejorar
 significativamente los resultados de una
negociación.
Empathy, a key component of EI, is the ability to La empatía, un componente clave de la
understand and share the feelings of others. In inteligencia emocional, es la capacidad de
negotiation, empathy helps build trust and rapport, comprender y compartir los sentimientos de
making it easier to find solutions that satisfy both los demás. En la negociación, la empatía ayuda
parties. a generar confianza y compenetración,
facilitando la búsqueda de soluciones
satisfactorias para ambas partes.
Active Listening: By actively listening to the other Escucha activa: al escuchar activamente a la
party, negotiators can better understand their otra parte, los negociadores pueden
perspective and respond appropriately. comprender mejor su perspectiva y responder
adecuadamente.
Avoiding Deception: Misrepresentation and Cómo evitar el engaño: la tergiversación y la
withholding information can harm reputations and retención de información pueden dañar la
long-term relationships reputación y las relaciones a largo plazo.

Regulating Emotions: Techniques such as taking Regular las emociones: técnicas como tomar
breaks, deep breathing, and reframing negative descansos, respirar profundamente y
thoughts can help negotiators stay calm and replantear los pensamientos negativos pueden
focused. ayudar a los negociadores a mantener la calma
y la concentración.
Building Rapport: Establishing a connection with the Establecer una buena relación: establecer una
other party can create a more cooperative conexión con la otra parte puede crear una
atmosphere. atmósfera más cooperativa.
Self-Awareness: Self-awareness involves Autoconciencia: La autoconciencia implica
recognizing your own emotions and understanding reconocer las propias emociones y comprender
how they affect your behavior. cómo afectan el comportamiento.
Adaptability: The ability to adapt to different Adaptabilidad: La capacidad de adaptarse a
situations and audiences is crucial. diferentes situaciones y públicos es crucial.
Patience: Patience is essential for handling long and Paciencia: La paciencia es esencial para
complex negotiations without losing composure. manejar negociaciones largas y complejas sin
perder la compostura.
Communication: Effective communication is Comunicación: La comunicación eficaz es
fundamental in any negotiation. It includes the fundamental en cualquier negociación. Incluye
ability to actively listen, interpret non-verbal cues, la capacidad de escuchar atentamente,
and express ideas clearly and concisely. interpretar señales no verbales y expresar
ideas con claridad y concisión.
Emotion Management: Emotional intelligence (EI) Gestión de las emociones: La inteligencia
allows negotiators to control their emotions and emocional (IE) permite a los negociadores
understand those of others, leading to more positive controlar sus emociones y comprender las de
and less tense outcomes. los demás, lo que conduce a resultados más
positivos y menos tensos.