TEST BANK for Essentials Of Negotiation (Canadian Edition) 4th Edition Lewicki, Tasa, Barry, Saunder

Chapter 01 The Nature of Negotiation

True / False Questions 1. Negotiations occur for only one reason: to create something new that neither party could achieve alone.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

2. Sometimes people fail to negotiate because they do not recognize that they are in a negotiable situation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

3. Good negotiators are made, not born.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

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Chapter 01 - The Nature of Negotiation

4. Negotiating parties rarely negotiate by choice.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

5. It is always a good time to negotiate, there are no conditions which make negotiation more favourable.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

6. Most individuals in Western culture do not negotiate enough.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

7. Successful negotiation involves the management of tangibles (e.g., the price or the terms of an agreement) and also the resolution of intangibles.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

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Chapter 01 - The Nature of Negotiation

8. Intangible factors are the underlying psychological motivations that may directly or indirectly influence the parties during a negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

9. Independent parties can meet their own needs without the help and assistance of others.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

10. Dependent parties never rely on others for what they need.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

11. The mix of convergent and conflicting goals characterizes many interdependent relationships.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

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Chapter 01 - The Nature of Negotiation

12. The interdependence of people's goals, and the structure of the situation in which they are going to negotiate, has little effect on the negotiation processes and outcomes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

13. The purpose of a distributive negotiation is to create value.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

14. Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available alternative.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

15. Distributive bargaining is most appropriate when the likelihood of having to bargain with the other party again in the future is low.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

1-4

Chapter 01 - The Nature of Negotiation

16. Negotiator perceptions of situations tend to be biased toward seeing problems as more integrative, or as less competitive, than they really are.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

17. Conflict occurs when two interdependent parties have conflicting goals and each is trying to prevent the other from achieving their objectives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

18. Negotiations often begin with statements of opening positions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

19. A concession occurs when one party refuses to accept a change in his or her position.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

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Chapter 01 - The Nature of Negotiation

20. Concessions restrict the range of options within which a solution or an agreement will be reached.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

21. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of honesty and the dilemma of trust.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

22. Most actual negotiations are a combination of claiming and creating value processes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

23. Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

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Chapter 01 - The Nature of Negotiation

24. Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

25. Negotiation situations have fundamentally the same characteristics.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

26. A creative negotiation that meets the objectives of all sides may not require compromise.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

27. One of the common characteristics of negotiation is that the parties prefer to negotiate and search for agreement rather than to fight openly.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

1-7

Chapter 01 - The Nature of Negotiation

28. It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

29. When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—it is a competitive situation, also known as a zero-sum (or distributive) situation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

30. A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

31. Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

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Chapter 01 - The Nature of Negotiation

32. Conflict doesn't usually occur when the two parties are working toward the same goal and generally want the same outcome.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

33. Actors pursuing the avoiding strategy show little interest in whether they attain their own outcomes, as well as little concern about whether the other party obtains his or her outcomes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

34. As a conflict management strategy, compromising represents a strong effort to pursue our own outcomes and a moderate effort to help the other party achieve his or her outcomes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

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Chapter 01 - The Nature of Negotiation

Multiple Choice Questions 35. Negotiation is about resolving: A. Independence B. Conflict C. Interdependence D. Harmony

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

36. Negotiations occur for several reasons, except?

A. To agree on how to share or divide a limited resource B. To create something new that neither party could do on his or her own C. It can lead to better social skills D. To resolve a problem or dispute between the parties

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

37. A situation in which solutions exist so that both parties are trying to find a mutually acceptable solution to a complex conflict is what kind of a situation?

A. Mutual gains B. Win-lose C. Zero-sum D. Win-win

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

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Chapter 01 - The Nature of Negotiation

38. Which of the following dilemmas concerns how much of the truth to disclose to the other party in a negotiation?

A. Dilemma of morality B. Dilemma of trust C. Dilemma of honesty D. Dilemma of independence

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

39. When the teachers union finally completed the bargaining process with the province, both parties left the table feeling satisfied that they had achieved some of their objectives. This exemplifies which kind of bargaining situation?

A. Win-lose B. Mutual gains C. Win-win D. Zero-sum

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

40. All of the following are considered intangible factors in a negotiation, except?

A. The need to look good B. Final agreed price on a contract C. The desire to book more business D. Fear of setting a precedent

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

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Chapter 01 - The Nature of Negotiation

41. Interdependent parties' relationships are characterized by: A. Interlocking goals B. Solitary decision making C. Established procedures D. Rigid structures

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

42. A zero-sum situation is also known as what kind of a situation?

A. Integrative B. Distributive C. Win-win D. Loss-loss

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

43. BATNA stands for: A. Best alternative to a negotiated agreement.

B. Best action towards a negotiated agreement.

C. Best alternative to a negative agreement.

D. Best alternative to a negative action.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

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Chapter 01 - The Nature of Negotiation

44. What are the two dilemmas of negotiation?

A. The dilemma of cost and the dilemma of trust B. The dilemma of honesty and the dilemma of profit margin C. The dilemma of trust and the dilemma of cost D. The dilemma of honesty and the dilemma of trust

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

45. Satisfaction with a negotiation is determined by: A. The process through which an agreement is reached and the dollar value of concessions made by each party.

B. The actual outcome obtained by the negotiation as compared to the initial bargaining positions of the negotiators.

C. The process through which an agreement is reached and by the actual outcome obtained by the negotiation.

D. The total dollar value of concessions made by each party.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

46. Which of the following statements about conflict is true?

A. Conflict is the result of tangible factors, arising from compatible objectives regarding price.

B. Conflict can occur when two parties are working toward the same goal and generally want the same outcome or when both parties want very different outcomes.

C. Conflict only occurs when both parties want a very different settlement.

D. Conflict has a marginal effect on interdependent relationships.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

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Chapter 01 - The Nature of Negotiation

47. Which of the following factors contribute to conflicts' destructive image?

A. Increased communication B. Misperception and bias C. Clarifying issues D. Minimized differences; magnified similarities

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

48. All of the following are major strategies for conflict management that have been identified in the dual concerns model, except?

A. Yielding B. Compromising C. Problem Solving D. Action

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

49. In most of the early writing on conflict management, which approach was identified as the distinctly preferred approach?

A. Yielding B. Compromising C. Problem Solving D. Avoiding

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

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Chapter 01 - The Nature of Negotiation

50. In which of the following conflict management strategies do actors show high concern for attaining their own outcomes and high concern for whether the other party attains his or her outcomes?

A. Yielding B. Contending C. Avoiding D. Problem solving

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

Short Answer Questions 51. What are the three reasons negotiations occur?

Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource (such as land, property or time); (2) to create something new that neither party could do on his or her own; or (3) to resolve a problem or dispute between the parties.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

52. Experience always makes a negotiator better at bargaining. Do you agree or disagree with this statement?

Answers will vary. Experience does not necessarily lead to better negotiating skills because the real world contains so few sources of accurate feedback that can help someone improve their skills.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-01 Becoming a Better Negotiator

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Chapter 01 - The Nature of Negotiation

53. How does choice motivate negotiation?

Choice motivates negotiation when someone thinks they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have.

Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

54. Describe tangible and intangible factors in negotiation?

Tangible factors include quantifiable items (price, terms of agreement, etc.). By intangible factors, we are referring to the deeper psychological motivations that may directly or indirectly influence the parties during the negotiation.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.

Topic: 01-02 Characteristics of a Negotiation Situation

55. What are the three characteristics of most relationships between parties?

Most relationships between parties may be characterized in one of three ways: independent, dependent, and interdependent.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

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Chapter 01 - The Nature of Negotiation

56. Define "zero-sum" situation.

Individuals are so linked together that there is a negative correlation between their goal attainments.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-02 Characteristics of a Negotiation Situation

57. Describe a "mutual-gains" situation.

When parties' goals are linked so that one person's goal achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrative situation, where there is a positive correlation between the goal attainments of both parties.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

58. What does the acronym BATNA mean?

Best Alternative to a Negotiated Agreement.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-03 Managing Interdependence

1-17

Chapter 01 - The Nature of Negotiation

59. What role do concessions play when a proposal isn't readily accepted?

If the proposal isn't readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others' proposals. Each party usually suggests alterations to the other party's proposal, and perhaps also changes his or her own position. When one party agrees to make a change in his or her position, a concession has been made. Concessions restrict the range of options within which a solution or agreement will be reached. When a party makes a concession, the bargaining range (the difference between the preferred acceptable settlements) is further constrained.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

60. What are concessions?

A concession has been made when one party accepts a change in his or her position.

Concessions restrict the range of options within which a solution or agreement will be reached.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

61. Contrast and compare the dilemmas of honesty and trust.

Dilemma of honesty concerns how much of the truth to tell the other party. The dilemma of trust is how much of what the other party tells them should negotiators believe.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.

Topic: 01-04 Making Concessions

1-18

Chapter 01 - The Nature of Negotiation

62. Describe the conditions under which a distributive approach to bargaining is preferred?

Generally, distributive bargaining is most appropriate when time and resources are limited, when the other party is likely to be competitive, and when there is no likelihood of future interaction with the other party.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

63. Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.

In distributive situations, negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can. In order to achieve these objectives, negotiators usually employ "win-lose" strategies and tactics. This approach to negotiation—called distributive bargaining— accepts the fact that there can only be one winner given the situation and pursues a course of action to be that winner. The purpose of the negotiation is to claim value—that is, to do whatever is necessary to claim the reward, gain the lion's share, or gain the largest piece possible.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

1-19

Chapter 01 - The Nature of Negotiation

64. Why should negotiators be versatile in their comfort and use of both value-claiming and value-creating strategic approaches?

Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility. There is no single "best", "preferred", or "right" way to negotiate; the choice of negotiation strategy requires adaptation to the situation. Moreover, if most negotiation issues or problems have claiming and creating value components, then negotiators must be able to use both approaches in the same deliberation.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-05 Value Claiming and Value Creating

65. Compare a problem-solving conflict management strategy to a compromising conflict management strategy.

Problem solving (also called collaborating or integrating) is the strategy in the upper-right corner. Actors pursuing the problem-solving strategy show high concern for attaining their own outcomes and high concern for whether the other party attains his or her outcomes. In problem solving, the two parties actively pursue approaches to maximize their joint outcome from the conflict.

Compromising is the strategy located in the middle of the dual concerns model (Figure 1.1).

As a conflict management strategy, it represents a moderate effort to pursue our own outcomes and a moderate effort to help the other party achieve his or her outcomes. Pruitt and Rubin do not identify compromising as a viable strategy; they see it "as arising from one of two sources—either lazy problem solving involving a half-hearted attempt to satisfy the two parties' interests, or simple yielding by both parties."

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

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Chapter 01 - The Nature of Negotiation

66. Explain how conflict is a potential consequence of interdependent relationships.

Conflict can result from the strongly divergent needs of the two parties or from misperceptions and misunderstandings. Conflict can occur when the two parties are working toward the same goal and generally want the same outcome or when both parties want very different outcomes. Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.

Topic: 01-06 Conflict

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

Chapter 02 Strategy and Tactics of Distributive Bargaining

True / False Questions 1. Distributive bargaining is basically a competition over who is going to get the most of a limited resource.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

2. Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the strategy and tactics they employ.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

3. Many people use distributive bargaining strategies and tactics almost exclusively, negotiators don't need to understand how to counter their effects.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

4. The resistance point is the point beyond which a person will not go and would rather break off negotiations.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

5. The spread between the resistance points is called the bargaining agreement.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

6. A positive bargaining zone occurs when the buyer's resistance point is above that of the seller.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

7. Alternatives are important because they give the negotiator the power to walk away from any negotiation when the emerging deal is not very good.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

8. The objective of both parties in negotiation is to obtain as little of the bargaining zone as possible for themselves.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

9. Central to planning the strategy and tactics for distributive bargaining is effectively locating the other party's resistance point.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

10. The more attractive the other party's alternatives, the more likely he or she will be to maintain a low resistance point.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

11. A resistance point will be influenced, in part, by the cost an individual attaches to delay negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

2-3

Chapter 02 - Strategy and Tactics of Distributive Bargaining

12. The lower the other party's estimate of your cost of delay or impasse, the stronger the other party's resistance point will be.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

13. The less the other party values an issue, the lower his or her resistance point will be.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

14. If the other party sees that you need a settlement quickly and cannot defer it, the more modest the other's resistance point will be.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

15. Reticence increases the likelihood of making verbal slips or presenting any clues that the other side could use to draw conclusions.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

2-4

Chapter 02 - Strategy and Tactics of Distributive Bargaining

16. Boulwarism is a take-it-or-leave-it approach often used in labour relations.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

17. Concealment is the most general screening activity.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

18. Channelling all communication through a team spokesperson increases the risk of inadvertently revealing information.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

19. In some ways, the ultimate weapon in negotiation is to threaten to terminate negotiations.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

2-5

Chapter 02 - Strategy and Tactics of Distributive Bargaining

20. Schedule manipulation can be used to squeeze negotiations into the last remaining minutes of a meeting in order to extract concessions from one party.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

21. To communicate the most effective message, a negotiator should try to send a consistent message through both the opening offer and stance.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

22. If one side is not prepared to make concessions, the other must capitulate or the negotiations will deadlock.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

23. An offer that may have been rejected had it emerged as a result of concession making may be accepted when it is presented as a fait accompli.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

24. When acting as if the decision to close the deal has already been made, the negotiator is using the "assume-the-close" tactic of closing the agreement.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

25. Splitting the difference is perhaps the least popular closing tactic.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

26. To encourage further concessions from the other side, negotiators sometimes link their concessions to a prior concession made by the other.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

27. Most hardball tactics are designed to either enhance the appearance of the bargaining position of the person using the tactic or to detract from the appearance of the options available to the other party.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

28. The "snow job" tactic occurs when negotiators overwhelm the other party with so much information that they have trouble determining which information is real or important.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

29. Aggressive tactics include a relentless push for further concessions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

30. Ignoring a hardball tactic always gives the appearance of a weak response.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

31. Distributive bargaining strategies are the only strategies that are effective in interdependent situations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

32. Distributive bargaining strategies and tactics are quite useful when a negotiator wants to maximize the value obtained in a single deal.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

33. The resistance point is the point at which a negotiator would like to conclude negotiations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

34. Each party's resistance point is openly stated at the conclusion of negotiations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

35. Anything outside the bargaining zone will be summarily rejected by one of the negotiators.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

36. A negative bargaining range occurs when the buyer's resistance point is above the seller's.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

37. Negotiations that begin with a negative bargaining range are likely to stalemate.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

38. Negotiations with a positive settlement range are obvious from the beginning.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

39. A resistance point will be influenced by the cost an individual attaches to delay or difficulty in negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

40. The more you can do to convince the other party that his or her costs of delay or aborting negotiations will be costly, the more likely he or she will be to establish a modest resistance point.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

41. The first step for a negotiator is to obtain information about the other party's outcome values and resistance points.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

42. In "calculated incompetence," the negotiator is intentionally given false or misleading information to reveal to the other party.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

43. Selective presentation can be used to lead the other party to form the desired impression of your resistance point or to open up new possibilities for agreement that are more favourable to the presenter than those that currently exist.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

44. Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

45. Parties feel better about a settlement when negotiations involve a progression of concessions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

46. If a major concession has been made on a significant point, it is expected that the return offer will be on the same item or one of similar weight and comparable magnitude.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

47. A small concession late in negotiations may indicate that there is little room left to move.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

48. It is important to signal to the other party with either behaviour or words that the concessions are almost over.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

49. One way negotiators may convey the message that "this is the last offer" is by making the last concession substantial.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

50. Hardball tactics work most effectively against powerful, well-prepared negotiators.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

51. Hardball tactics are infallible if used properly.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

52. To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what it is and how it works.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

53. The "snow job" tactic occurs when negotiators give the other party too little information.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

54. Aggressive tactics include pushing for further concessions, asking for the best offer early, and asking the other party to explain and justify his or her proposals item by item.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

55. An effective strategy for dealing with intimidation is to use a team to negotiate with the other party.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

Multiple Choice Questions 56. Distributive bargaining strategies: A. are the most efficient negotiating strategies to use.

B. are used in all interdependent relationships.

C. are useful in maintaining long term relationships.

D. can cause negotiators to ignore what the parties have in common.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

57. The target point is the A. point at which a negotiator would like to conclude negotiations.

B. negotiator's bottom line.

C. first offer a negotiator quotes to his opponent.

D. initial price set by the seller.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

58. Starting points (or initial offers): A. are usually contained in the opening statements each negotiator makes.

B. are usually learned or inferred as negotiations get under way.

C. are not known to the other party.

D. are given up as concessions are made.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

59. The objective of both parties in distributive bargaining is to obtain as much of what as possible?

A. Bargaining range B. Resistance point C. Target point D. Bargaining mix

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

60. What is expected from a particular outcome when the resistance point is established?

A. Costs B. Value C. Timeliness D. Importance

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

61. The more you can convince the other party that your costs of delay or aborting negotiations are , the more modest the other's resistance point will be.

A. high B. modest C. extreme D. low

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

62. The more you can convince the other that you value a particular outcome outside the other's bargaining range, the more pressure you put on the other party to set a(n) resistance point.

A. High B. Low C. Modest D. Extreme

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

63. Research and practical experience suggest that a large majority of agreements in distributive bargaining are reached when the deadline is: A. near.

B. flexible.

C. past.

D. undefined.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

64. Disruptive action tactics can cause all of the following, except?

A. Embarrassment B. Increased costs C. Anger D. Mutual satisfaction

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

65. The opening stance is: A. another name for the first round of concessions.

B. the first price that a buyer quotes to a seller.

C. the attitude to adopt during the negotiation.

D. a package of concessions.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

66. The bargaining range is defined by: A. the opening stance and the initial concession.

B. the initial round of concessions.

C. the bargaining mix and the opening stance.

D. the opening offer and the counteroffer.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

67. All of the following actions are possible after the first round of offers, except?

A. Hold firm B. Insist on the original position C. Make some concessions D. Make a revised first round offer

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

68. Good distributive bargainers will: A. begin negotiations with the other party with an opening offer close to their own resistance point.

B. ensure that there is enough room in the bargaining range to make some concessions.

C. accept an offer that is presented as a fait accompli.

D. immediately identify the other party's target point.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

69. What of the following statements about concessions is incorrect?

A. Concessions are central to negotiations.

B. Concession is another word for adjustments in position.

C. Concession making exposes the concession maker to some risk.

D. Reciprocating concessions is a haphazard process.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

70. Parties feel better about a settlement when negotiations involve a(n): A. immediate settlement.

B. a single round of concessions.

C. progression of concessions.

D. fait accompli.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

71. All of the following are true regarding the making of concessions in a negotiation, except?

A. Concessions indicate an acknowledgment of the other party's objectives.

B. Concessions show a movement toward the other's position.

C. Concessions imply a recognition of the legitimacy of the other party's position.

D. Concessions are a statement of the failure to recognize the other party's position.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

72. When successive concessions get smaller, the most obvious message is that: A. the negotiator is reaching the fatigue point.

B. the resistance point is being reached.

C. the concession maker's position is weakening.

D. the negotiator has passed the resistance point.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

73. Hardball tactics are designed to: A. be used primarily against powerful negotiators.

B. clarify the user's adherence to a distributive bargaining approach.

C. pressure targeted parties to do things they would not otherwise do.

D. eliminate risk for the person using the tactic.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

74. Aggressive behaviour tactics include all of the following, except?

A. The relentless push for further concessions.

B. Asking for the best offer at the end of negotiations.

C. Asking the other party to explain and justify their proposals item by item.

D. Forcing the other side to make many concessions to reach an agreement.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

75. The "snow job" tactic occurs when: A. the other party acts cool and aloof B. negotiations are perceived to be unethical C. negotiators overwhelm the other party with too much information D. negotiations refuse to offer concessions

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

76. A(n) contains an extremely tight deadline to pressure the other party to agree quickly.

A. snow job B. sweet deal C. exploding offer D. incompetent concession

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

77. The most popular closing tactic is: A. the exploding offer B. split the difference C. sweeteners D. assume the close

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

78. Which of the following hardball tactics is based on the theory that the use of extreme offers will cause the other party to re-evaluate his or her own opening offer and move closer to or beyond their resistance point?

A. Good Cop/Bad Cop B. Bogey C. Lowball/Highball D. The Nibble

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

79. Which of the following hardball tactics pretends that an issue of little or no importance to them when in reality the issue is very important?

A. Good Cop/Bad Cop B. Bogey C. Lowball/Highball D. The Nibble

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

80. Negotiators using the tactic ask for a proportionally small concession on an item that hasn't been discussed previously to close the deal.

A. Good Cop/Bad Cop B. Bogey C. Nibble D. Lowball/Highball

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

Short Answer Questions 81. Define distributive bargaining.

A competition over who is going to get the most of a limited resource (can be money, time, people, etc.)

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

82. List two situations when distributive bargaining strategies are useful.

When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

83. Under what conditions does a negative bargaining range occur?

The seller's resistance point is above the buyer's.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

84. How can a negotiation that begins with a negative bargaining range be resolved?

If one or both parties are persuaded to change their resistance points, or if someone else forces a solution upon them that one or both parties dislike.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

85. Define BATNA. Best Alternative to a Negotiated Agreement.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

86. What can happen when one or both parties do not think they got the best agreement possible?

One party or the other may try to get out of the agreement later, try to recoup their losses, or get even.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-01 Recognize distributive bargaining situations.

Topic: 02-01 The Distributive Bargaining Situation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

87. What are the four important tactical tasks for a negotiator in a distributive bargaining situation?

(1) Assess the other party's outcome values and the costs of terminating negotiations; (2) manage the other party's impression of one's own outcome values; (3) modify the other party's perception of his or her own outcome values; (4) manipulate the actual costs of delaying or aborting negotiations.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

88. What is the simplest way to screen a position?

Say and do as little as possible.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

89. Define calculated incompetence.

The negotiating agent is not given all of the necessary information, making it impossible for information to be leaked.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

90. Define selective presentation.

Negotiators reveal only the facts necessary to support their case.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

91. Describe the use of emotional reaction.

Another form of direct action negotiators can take to provide information about what is important to them. Powerful displays allow negotiators to claim more value.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

92. What are the three ways to manipulate the costs of delay in negotiation?

(1) Plan disruptive action; (2) ally with outsiders; (3) manipulate the scheduling of negotiations.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-03 Tactical Tasks

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

93. Why is it advantageous to make an extreme opening offer?

Gives more room for movement in negotiation and therefore more time to learn the other party's priorities. May create the impression that there is a long way to go before a reasonable settlement will be achieved and more concessions than originally intended may have to be made to bridge the difference between the two opening positions.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

94. What are the disadvantages of making a more extreme opening offer?

It may be summarily rejected by the other party, and it communicates an attitude of toughness that may be harmful to long term relationships.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

95. What characteristics of the original offer, opening stance and opening concession signal a position of firmness? Of flexibility?

Firmness: an extreme original offer, a determined opening stance, and a very small opening concession. Flexibility: a more moderate opening offer, a reasonable co-operative opening stance, and a more generous initial concession.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

96. What are the advantages of adopting a flexible position?

Can learn about the other party's outcome values and perceived possibilities. Establishes a cooperative rather than combative relationship, hoping to get a better agreement. Keep negotiations going.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

97. Discuss the importance of reciprocating (or not reciprocating) concessions.

Concession making indicates an acknowledgment of the other party and a movement toward the other's position. It implies recognition of that position and its legitimacy. If the other party does not reciprocate, the concession maker may appear to be weaker by having given up something and received nothing in return. If the giver has made a major concession on a significant point, it is expected that the return offer will be on the same item or one of similar weight and somewhat comparable magnitude. To make an additional concession when none has been received (or when what was given was inadequate) can imply weakness and can squander valuable maneuvering room.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

98. What is the disadvantage of letting the absence of further concessions convey the message of the final offer?

The other party may not recognize at first that the last offer was the final one and might volunteer a further concession to get the other to respond. Finding that no further concession results, the other party may feel betrayed and perceive that the pattern of concession-counter concession was violated.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.

Topic: 02-04 Positions Taken during Negotiation

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

99. What are the risks involved when using hardball tactics?

Harm to reputation, losing the deal, negative publicity, and dealing with the other party's revenge.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

100. What are the strategies for responding to hardball tactics?

Ignore them, discuss them, respond in kind, and co-opt the other party. Also discussed in the text but not listed specifically: preparation, familiarity with hardball tactics, identification and discussing the tactics, halting the negotiation process, team negotiations.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.

Topic: 02-05 Hardball Tactics

101. "The higher the other party's estimate of your cost of delay or impasse, the stronger the other party's resistance point will be". Explain.

If the other party sees that you need a settlement quickly and cannot defer it, he or she can seize this advantage and press for a better outcome. Expectations will rise and the other party will set a more demanding resistance point. The more you can convince the other that your costs of delay or aborting negotiations are low (that you are in no hurry and can wait forever), the more modest the other's resistance point will be.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

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Chapter 02 - Strategy and Tactics of Distributive Bargaining

102. In a short essay, defend or refute the following statement: "The less the other party values an issue, the higher his or her resistance point will be".

The less the other party values an issue, the lower his or her resistance point will be.

The resistance point may soften as the person reduces how valuable he or she considers that issue. If you can convince the other party that a current negotiating position will not have the desired outcome or that the present position is not as attractive as the other believes, then he or she will adjust the resistance point.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.

Topic: 02-02 Fundamental Strategies

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

Chapter 03 Strategy and Tactics of Integrative Negotiation

True / False Questions 1. Although conflict may initially give negotiating parties the perception that the outcome is win-lose, discussion and mutual exploration will usually suggest win-win alternatives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

2. Those wishing to achieve integrative results find that they must manage the context and process of the negotiation in order to gain the willing co-operation and commitment of the other party.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

3. Effective information exchange inhibits the development of good integrative solutions.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

4. Successful integrative negotiation requires that the negotiators search for solutions that meet the needs and objectives of all sides.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

5. Research shows that the failure to reach integrative agreements is often linked to the excessive exchange of information.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

6. In an integrative negotiation, negotiators must be flexible about their interests and needs, but firm about the way these interests and needs are met through solutions.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

7. With integrative negotiation, outcomes are measured by the degree to which they meet both negotiators' goals.

TRUE

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Topic: 03-01 An Overview of the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

8. For a situation to be integrative, the negotiation must include more than one issue.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-02 Recognizing Integrative Situations

9. If the negotiation is likely to recur in the future that is an indication that the situation calls for an integrative approach.

TRUE

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Topic: 03-02 Recognizing Integrative Situations

10. If negotiators approach the problem and their "opponent" in win-lose terms—integrative negotiation cannot occur.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-02 Recognizing Integrative Situations

11. The Pareto efficient frontier contains a point where there is no agreement that would make any party better off without making the second party worse off.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

12. Value that is created should not be claimed.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

13. Every time you find yourself in an integrative situation, one of your goals should be to create a deal that falls on the Pareto efficient frontier.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

14. The tension between value creating and value claiming is sometimes called the negotiator's dilemma.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

15. Interests are the underlying concerns, needs, or fears that motivate a negotiator to take a particular position.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

16. Process interests are related to the way a dispute is started.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

17. Logrolling is the process of exchanging low-priority issues for issues of higher priority.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

18. Nonspecific compensation occurs in integrative negotiation when one party is allowed to obtain his/her objectives and then "pays off" the other person for accommodating his/her interests.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

19. Successful bridging requires a fundamental reformulation of the problem such that the parties are no longer squabbling over their positions; instead, they are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

20. Integrative negotiation solutions should be judged on two major criteria: the time that it took to complete the negotiation and how much value was claimed and how much was left on the table.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

21. The strategy of logrolling is effective not only in inventing options but also as a mechanism to separate options into different negotiated packages.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

22. Sam and Sartinder are negotiating the terms of an employment contract. Sam asks Sartinder why medical benefits are so important to her. Sartinder gets defensive when asked this question. At this point, Sam should explain to Sartinder that his intent is to search for possible underlying interests that might facilitate a collaborative settlement rather than to challenge a perspective.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

23. Groups of twenty to thirty people, composed of representatives from multiple different subgroups will be able to work more effectively than a group of six to eight people.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

24. A shared goal is one that both parties work toward but that benefits each party differently.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

25. For integrative negotiation to succeed, the parties must be motivated to compete rather than to collaborate.

FALSE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

26. Even co-operatively motivated negotiators had less trust, exchanged less information about preferences and priorities, and achieved agreements of lower joint profit when they could punish the other party than when they did not have this capability.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

27. People who are interdependent but do not trust each other will act tentatively or defensively.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

28. When people trust each other, they are more likely to share information and to communicate accurately their needs, positions, and the facts of the situation.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

29. When there are strong positive feelings or when one or more parties are inclined to cooperate, negotiators may create formal, structured procedures for communication.

FALSE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

30. In integrative negotiation, the goals of the parties are mutually exclusive.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

31. Integrative agreements are facilitated when parties share information about their positions on particular issues, but not necessarily about their priorities on those issues.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

32. Effective negotiators are always assertive in their language and rigid in their processes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

33. Agreements that are in the zone under the Pareto efficient frontier represent the best possible outcomes for all parties.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

34. A deal on the Pareto efficient frontier is preferred to one that lies in the zone beneath the curve.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

35. If both parties understand the motivating factors for the other, they may recognize possible compatibilities in interests that permit them to invent options which both will endorse as an acceptable settlement.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

36. Intrinsic relationship interests exist when the parties derive positive benefits from the relationship and do not wish to endanger future benefits by souring it.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

37. Focusing on interests can be harmful to a group of negotiators whose consensus on a particular issue is built around a unified position rather than a more generalized set of interests.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

38. "Expanding the pie" as a method of generating alternative solutions is a complex process, as it requires more detailed information about the other party than do other methods.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

39. In logrolling, if the parties have different preferences on different issues, each party gets their most preferred outcome on their high-priority issue and should be happy with the overall agreement.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

40. Successful bridging requires a fundamental reformulation of the problem such that the parties are no longer squabbling over their positions; instead, they are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

41. In generating alternative solutions to the problem, groups should also adopt procedures for defining the problem, defining the interests, and generating options, however, to prevent the group process from degenerating into a win-lose competition or a debating event.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

42. Solutions that are not strongly advocated by at least one negotiator should remain in contention, as they may be feasible later on.

FALSE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

43. When a specific solution must meet the criteria of both quality and acceptability, those evaluating the solution options have to be prepared to make trade-offs between the two to ensure that both criteria are met.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

44. Intangibles can lead the negotiator to fight harder to attain a particular solution option if that option satisfies both tangibles and intangibles.

TRUE

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

45. With a common goal each party benefits in a way that would not be possible if they did not work together.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

46. Negotiators who are firmer about insisting that their own point of view become incorporated into the group solution achieve less integrative agreements than those who are less firm.

FALSE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

47. For successful integrative negotiation to occur, each party should be as interested in the objectives and problems of the other side as each is in his own.

FALSE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

48. Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence to suggest that mistrust inhibits collaboration.

TRUE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

49. Multiple communication channels should not be used as they inevitably pass along inaccurate and confusing information.

FALSE

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

Multiple Choice Questions 50. Which of the following is not an element of integrative negotiations?

A. A focus on commonalities B. An attempt to address positions C. A required exchange of information and ideas D. The use of objective criteria for standards of performance

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-01 Recognize integrative bargaining situations.

Topic: 03-01 An Overview of the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

51. Which of the following processes is central to achieving almost all integrative agreements?

A. Moderating the free flow of information to ensure that each party's position is accurately stated B. Exchanging information about each party's position on key issues C. Emphasizing the commonalties between the parties D. Searching for solutions that maximize the substantive outcome for both parties

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Topic: 03-01 An Overview of the Integrative Negotiation Process

52. Which of the following factors, or clues, usually indicate that an integrative approach to negotiation is appropriate?

A. The negotiation includes a single issue.

B. It is not possible to add more issues to the mix.

C. The negotiation is unlikely to ever occur again.

D. The parties have varying preferences across the issues.

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Topic: 03-02 Recognizing Integrative Situations

53. All of the following are considered important steps in the integrative negotiation process, except?

A. Identifying and defining the problem.

B. Understanding the problem and bringing interests and needs to the surface.

C. Generating alternative solutions to the problem.

D. refusing to negotiate as a group.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

54. Which of the following refers to the tension between value creating and value claiming?

A. The prisoner's dilemma.

B. The negotiator's dilemma.

C. The conspirator's dilemma.

D. Parteo's dilemma.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

55. An interest is considered instrumental and intrinsic if: A. the parties value it because it helps them derive other outcomes in the future.

B. the parties value the interest in and of itself.

C. it relates to "tangible issues" or the focal issues under negotiation.

D. the relationship is valued for both its existence and for the pleasure that sustaining the relationship creates.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

56. relationship interests exist when the parties value the relationship both for its existence and for the pleasure or fulfillment that sustaining it creates.

A. Substantive B. Instrumental C. Intrinsic D. Process

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

57. relationship interests exist when the parties derive substantive benefits from the relationship and do not want to endanger future benefits by souring it.

A. Substantive B. Instrumental C. Intrinsic D. Process

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

58. Substantive interests: A. are the interests that relate to the focal issues under negotiation.

B. are related to the way we settle the dispute.

C. mean that one or both parties value their relationship with each other and do not want to take actions that will damage the relationship.

D. regard what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past, and should be done in the future.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

59. Successful logrolling requires: A. that the parties establish more than one issue in conflict and then agree to trade off among these issues so one party achieves a highly preferred outcome on the first issue and the other person achieves a highly preferred outcome on the second issue.

B. no additional information about the other party than his/her interests, and assumes that simply enlarging the resources will solve the problem.

C. that one party is allowed to obtain his/her objectives and he/she then "pays off" the other party for accommodating his/her interests.

D. a fundamental reformulation of the problem such that the parties are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfyboth parties' needs.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

60. What approach can parties use to generate alternative solutions by redefining the problem or problem set?

A. Brainstorming B. Logrolling C. A bridge solution D. Nonspecific compensation

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

61. In nonspecific compensation: A. resources are added in such a way that both sides can achieve their objectives.

B. one party achieves his/her objectives and the other's costs are minimized if he/she agrees to go along.

C. the parties are able to invent new options that meet each side's needs.

D. one person is allowed to obtain his/her objectives and "pay off" the other person for accommodating his interests.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

62. Which of the following questions can be asked to facilitate nonspecific compensation?

A. What are the other party's goals and values?

B. How can both parties get what they are demanding?

C. What issues are of higher and lower priority to me?

D. What risks and costs does my proposal create for the other?

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

63. "What are the other's real underlying interests and needs?" is a question that can facilitate which of the following?

A. Expanding the pie B. Logrolling C. Nonspecific compensation D. Bridging

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

64. When confronted with complex problems, or a large number of alternative options, which of the following steps is necessary?

A. Broaden the range of solution options.

B. Evaluate the solutions on the basis of quality and acceptability.

C. Decide on which criteria to use while evaluating options.

D. Maintain a focus on the influence of tangibles in selecting options.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

65. Which guideline should be used in evaluating options and reaching a consensus?

A. Keep the range of solution options as wide as possible B. Evaluate the solutions on the basis of speed and expediency C. Keep detailed records throughout the discussion and evaluation process D. Be alert to the influence of intangibles in selecting options

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

66. A common goal is one in which: A. all parties share the result equally.

B. the parties work toward a common end but may benefit differently.

C. all parties work together to achieve some output that will be shared.

D. individuals with different personal goals agree to combine them in a collective effort.

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

67. A joint goal is one in which: A. all parties share the result equally.

B. the parties work toward a common end but benefit differently.

C. individuals with different personal goals agree to combine them in a collective effort.

D. all parties work together to achieve some output that will be shared.

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

68. Which of the following is not necessary for integrative negotiation to succeed?

A. Each party should be as interested in the objectives and problems of the other as each is in his/her own - each must assume responsibility for the other's needs and outcomes as well as for his/her own.

B. The parties must be committed to a goal that benefits both of them rather than to pursuing only their own ends.

C. The parties must be willing to adopt interpersonal styles that are more congenial than combative, more open and trusting than evasive and defensive, more flexible (but firm) than stubborn (but yielding).

D. Needs have to be made explicit, similarities have to be identified, and differences have to be recognized and accepted.

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

69. All of the following factors contribute to the development of trust between negotiators, except?

A. We are more likely to trust someone we perceive as similar to us or as holding a positive attitude toward us.

B. We often mistrust people who are dependent upon us because we are in a position to help or hurt them.

C. We are more likely to trust people who initiate co-operative, trusting behaviour.

D. We are more likely to trust negotiators who make concessions.

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

70. When people do not trust each other, they are more likely to engage in which of the following behaviours?

A. Promoting collaboration B. Communicating accurately C. Positional bargaining D. Committing to a joint solution

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Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

Short Answer Questions 71. What elements must be present in a negotiation to be characterized as "integrative?"

A focus on commonalities rather than differences, an attempt to address needs and interests, a commitment to achieving needs of all involved parties, the required exchange of information and ideas, the invention of options for mutual gain, the use of objective criteria for standards of performance.

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Topic: 03-01 An Overview of the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

72. What are the key contextual factors to achieving integrative results in bargaining?

Key contextual factors include creating a free flow of information, attempting to understand the other negotiator's real needs and objectives, emphasizing commonalities between parties, and searching for solutions that meet the goals and objectives of both parties.

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Topic: 03-01 An Overview of the Integrative Negotiation Process

73. Summarize the four factors, or clues, that usually indicate that an integrative approach is called for: • The negotiation includes more than one issue.

• It is possible to add more issues to the mix.

• The negotiation is likely to recur over time.

• The parties have varying preferences across the issues.

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Topic: 03-02 Recognizing Integrative Situations

74. What are the four major steps in the integrative negotiation process?

Identifying and defining the problem, understanding the problem and bringing interests and needs to the surface, generating alternative solutions to the problem, and choosing a specific solution from among those alternatives.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

75. How can personal preferences get in the way of integrative negotiations?

When parties are engaged in conflict, they tend to become evaluative and judgmental. They view their own actions, strategies, and preferences in a positive light and the other party's actions, strategies, and preferences in a negative light. Such evaluative judgments can get in the way of clear and dispassionate thinking

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76. Define interests.

Interests are the underlying concerns, needs, desires, or fears behind a negotiator's position, which motivate the negotiator to take that position.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

77. Identify and define four types of interests.

Substantive interests are the types of interests that relate closely to "tangible issues," and relate to the focal issues under negotiation. Process interests are related to the way we settle the dispute. Relationship interests mean that one or both parties value their relationship with each other and do not want to take actions that will harm or damage the relationship. Interests in principles involve what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past, and should be done in the future.

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

78. What is the benefit of bringing different interests to the surface?

Bringing different interests to the surface may enable the parties to see that in fact they care about very different things, and thus, they can invent a solution that addresses the interests of both sides.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

79. What two approaches can be used to generate alternative solutions?

Redefine, recast, or reframe the problem so as to create win-win alternatives out of what earlier appeared to be a win-lose problem; and taking the problem as given and creating a long list of alternative options from which they can choose a particular option.

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Topic: 03-03 Key Steps in the Integrative Negotiation Process

80. Define nonspecific compensation.

A process which allows one person to obtain his objectives and "pay off" the other person for accommodating his interests. This payoff may be unrelated to the substantive negotiation, but the party who receives it nevertheless views it as adequate for acceding to the other party's preferences.

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

81. Define bridging or bridge solutions.

The parties are able to invent new options that meet each side's needs. Successful bridging requires a fundamental reformulation of the problem such that the parties are no longer squabbling over their positions; instead, they are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

82. Define logrolling.

Parties find more than one issue in conflict and have different priorities for those issues. The parties then trade issues so that each party achieves a superior outcome on their preferred issue.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

83. What guidelines should be used in evaluating options and reaching a consensus?

(1) Narrow the range of solution options; (2) evaluate solutions on the basis of quality and acceptability; (3) agree to the criteria in advance of evaluating options; (4) be willing to justify personal preferences; (5) be alert to the influence of intangibles in selecting options; (6) use subgroups to evaluate complex options; (7) take time to cool off; (8) explore different ways to logroll; (9) keep decisions tentative and conditional until all aspects of the final proposal are complete; (10) minimize formality and record keeping until final agreements are closed.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

84. Why should criteria be decided in advance of evaluating options?

If the parties first debate their criteria and determine which ones are most important, they will be able to decide on criteria independent of the consideration of any particular candidate or option. Then, when they consider the individual candidates or options, they will pick the best one based on these criteria, not on the individual preferences of one side or the other.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

85. What approaches to logrolling can be particularly helpful in the "evaluation and selection of alternatives" phase of integrative negotiation?

Exploit differences in risk preference, exploit differences in expectations, and exploit differences in time preferences.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

86. What are the potential pitfalls of voting on final agreements or packages?

Voting only accomplishes the relative disenfranchisement of the losing party and jeopardizes the likelihood that "losers" will be less committed than "winners" to the implementation and attainment of the negotiated outcome.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.

Topic: 03-03 Key Steps in the Integrative Negotiation Process

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Chapter 03 - Strategy and Tactics of Integrative Negotiation

87. What are the preconditions necessary for the integrative negotiation process?

The presence of a common goal, faith in one's own problem-solving ability, a belief in the validity of the other's position, the motivation and commitment to work together, trust, clear and accurate communication, and an understanding of how to approach an integrative negotiation process.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-03 Explain the key strategies and tactics that facilitate value creation.

Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

88. How can motivation and commitment to problem solving be enhanced?

The parties can come to believe that they share a common fate, the parties can demonstrate to one another that there is more to be gained by working together (to increase the payoffs or reduce the costs) than by working separately, the parties can engage in commitments to each other before the negotiations begin.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 03-03 Explain the key strategies and tactics that facilitate value creation.

Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

89. Explain pre-settlement settlements.

Commitments that parties engage in before the negotiations begin. They are distinguished by three major characteristics: the settlement results in a firm, legally binding written agreement between the parties, it occurs in advance of the parties undertaking a full-scale negotiation, it resolves only a subset of the issues on which the parties disagree.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 03-03 Explain the key strategies and tactics that facilitate value creation.

Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation

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Chapter 04 - Negotiation: Planning and Strategy

Chapter 04 Negotiation: Planning and Strategy

True / False Questions 1. People downplay the importance of preparation because they think it is time consuming.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

2. Effective goals are concrete, specific, and measurable.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

3. Goals must be measurable therefore they cannot be either intangible or procedural.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

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Chapter 04 - Negotiation: Planning and Strategy

4. A negotiator's unilateral choice of strategy is reflected in the answers to two simple questions: 1. How much concern does the actor have for achieving the substantive outcomes at stake in this negotiation?

2. How much concern does the negotiator have for the current and future quality of the relationship with the other party?

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

5. The dominant force for success in negotiation is in the planning that takes place prior to the dialogue.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

6. Planning is critically the most important activity in negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

7. Multiple-issue negotiations lend themselves more to distributive negotiations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

8. Intangible issues are often easy to discuss and rank-order.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

9. Limits are the points where you decide that you should stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

10. Alternatives are other agreements negotiators could achieve and still meet their needs.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

11. A selling point is the place where you decide that you should stop the negotiation rather than continue because any settlement beyond that point is below the threshold of minimal acceptance.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

12. Target setting often requires considering how to package several issues and objectives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

13. A field analysis is one way to assess all the key parties in a negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

14. In an integrative negotiation, the other party may be less likely to disclose information, and/or may misrepresent their limits and alternatives.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

15. Assumptions are potential hurdles that can move one in the wrong direction.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

16. Negotiators who propose agendas unilaterally face less risk.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

17. Selecting a neutral place to conduct negotiations will minimize the potential that either side will have a home turf advantage.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

18. In new bargaining relationships, discussions about these procedural issues should occur before the major substantive issues are raised.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

19. A strong interest in achieving only substantive outcomes tends to support an integrative strategy.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

20. The decision to negotiate is closely related to the desirability of available alternatives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

21. Co-operative strategies tend to create "we-they" or "superiority-inferiority" patterns, which often lead to distortions in judgment regarding the other side's contributions and efforts, and to distortions in perceptions of the other side's values, needs, and positions.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

22. Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

23. The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

24. A single planning process can be followed for both a distributive and an integrative process.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

25. All negotiations consist of multiple issues.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

26. It is important to set priorities and consider using a point system for both tangible and intangible issues.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

27. Interests may be both process-based and relationship-based.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

28. Interests are those items that a negotiator wants.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

29. Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

30. If intangibles are a key point of the bargaining mix, negotiators must know the point at which they are willing to abandon the pursuit of an intangible in favour of substantial gains on tangibles.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

31. Gathering information about the other party is a critical step in preparing for negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

32. The number of issues in a negotiation, together with the relationship between the negotiator and the other party, is often the primary determinant of whether to use a distributive or integrative strategy.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

33. In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

34. In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

35. Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

36. If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

37. A competitive strategy would be appropriate when the relationship outcome is relatively more important to the negotiator than the substantive outcome.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

Multiple Choice Questions 38. What are the most critical precursors for achieving negotiation objectives?

A. Effective strategizing, planning, and preparation B. Goal setting and target planning C. Defining frames and setting goals D. Framing and strategizing

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

39. The less concrete and measurable goals are: A. the harder it is to communicate to the other party what we want B. the easier it is to understand what your opponent wants C. the easier it is to determine whether a particular outcome satisfies our goals D. the harder it is to restate what the initial goal was

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

40. Which of the following statements is true concerning the relationship between wants and goals?

A. Wants and goals are the same thing in negotiation situations.

B. Wants may be related to interests or needs that motivate goals, but they are not goals themselves.

C. Wants must be attainable, while goals may be unattainable.

D. Wants cannot be measured, whereas goals are explicitly measurable.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

41. What is the dominant force for success in negotiation?

A. A distributive negotiation strategy B. The planning that takes place prior to the dialogue C. The discussions that precede planning sessions D. The tactics selected in support of strategic goals

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

42. Interests can be all of the following, except?

A. Substantive, directly related to the focal issues under negotiation.

B. Process-based, related to the manner in which we settle this dispute.

C. Tied to the relationship-based current or desired future relationship between the parties.

D. Based only on the tangible items of the negotiation.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

43. All of the following are true when describing limits, except?

A. They are the point where you should stop the negotiation.

B. They are also called resistance points.

C. Establishing them is a critical part of planning.

D. They should be ignored in a bidding war.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

44. What is the point at which we realistically expect to achieve a settlement?

A. Specific target point B. Resistance point C. Alternative D. Asking price

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

45. Which of the following terms can we consider to have achieved the best possible deal?

A. Specific target point B. Resistance point C. Alternative D. Asking price

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

46. Reactive strategies: A. encourage negotiators to be more flexible and creative B. can efficiently clear up confusion about issues C. will lessen a negotiator's defensive posture D. can make negotiators feel threatened and defensive

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

47. If the other party has a strong and viable alternative, he/she will: A. be dependent on achieving a satisfactory agreement B. appear aggressive and hostile in negotiations C. set and push for high objectives D. have unlimited negotiating authority

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

48. Which of the following engagement strategies has only a long-term focus, where parties expect to work together in the future?

A. Competition B. Distributive C. Collaboration D. Accommodative

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

49. Which of the following engagement strategies has only a short-term focus, where parties do not expect to work together in the future?

A. Competition B. Integrative negotiation C. Collaboration D. Accommodative

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

50. Which of the following engagement strategies has a long-term focus where parties expect to work together in the future?

A. Competition B. Distributive C. Collaboration D. Accommodative

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

51. In which of the following engagement strategies is there usually a variable amount of resources to be divided?

A. Competition B. Distributive negotiation C. Integrative negotiation D. Accommodative

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

52. All of the following distinguish strategy from tactics, except?

A. Scale B. Goals C. Perspective D. Immediacy

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

53. A strong interest in achieving only substantive outcomes tends to support what kind of strategy?

A. Collaborative B. Accommodating C. Competitive D. Avoidance

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

54. A strong interest in achieving only the relationship outcomes suggests what kind of strategy?

A. Competitive B. Accommodation C. Collaborative D. Avoidance

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

55. Avoidance could best be used when: A. negotiation is necessary to meet your needs.

B. the time and effort to negotiate are negligible.

C. the available alternatives are very strong.

D. the only available negotiator is a senior manager.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

56. Which of the following is a win-lose strategy, similar to that of competition, while having a very different image?

A. Collaboration B. Avoidance C. Engagement D. Accommodation

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

57. In which of the following strategies is the key attitude, "You win, I lose"?

A. Competition (Distributive Bargaining) B. Collaboration (Integrative Negotiation) C. Accommodative Negotiation D. Avoidance

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

58. In which of the following strategies is the primary motivation to maximize the joint outcome?

A. Accommodative Negotiation B. Avoidance C. Competition (Distributive Bargaining) D. Collaboration (Integrative Negotiation)

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

59. Characteristics of collaborative strategies include all of the following, except?

A. Long-term focus B. Trust and openness C. Efforts to find mutually satisfying solutions D. Pursuit of individual goals

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

Short Answer Questions 60. List three types of goals in the context of negotiation.

Substantive (tangibles), intangibles, and procedural.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

61. Define the term goal.

A goal is a specific, focused realistic target that one can specifically plan to achieve.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

62. Why is it important for goals to be concrete, specific, and measurable?

The less concrete and measurable they are, the harder it is to communicate to the other party what we want, to understand what he/she wants, and to determine whether any particular outcome satisfies our goals.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.

Topic: 04-01 Goals-The Focus That Drives a Negotiation

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Chapter 04 - Negotiation: Planning and Strategy

63. How does the single episodic assumption affect our choice of strategy?

Developing and framing goals in the view of a single negotiation episode we may ignore allows us to ignore the relationship (and future dealings) with the other party in favour of a simplistic concern for achieving only the substantive outcome.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

64. What specific steps are involved in effective planning?

Defining the issues; assembling issues and defining the bargaining mix; defining interests; defining limits and alternatives; defining one's own objectives (targets) and opening bids (where to start); assessing constituents and the social context in which the negotiation will occur; analysing the other party; planning the issue presentation and defence; defining protocol - where and when the negotiation will occur, who will be there, agenda, etc.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

65. Contrast the types of negotiations most appropriate for single-issue negotiations compared with multiple-issue negotiations.

Single-issue negotiations tend to dictate distributive negotiations because the only real negotiation issue is the price or "distribution" of that issue. In contrast, multiple-issue negotiations lend themselves more to integrative negotiations because parties can use processes such as logrolling to create issue packages that are mutually beneficial.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

66. Define bargaining mix.

The combined lists of issues from each side in the negotiation.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

67. What are the advantages and disadvantages of large bargaining mixes?

Large bargaining mixes give us more possible components and arrangements for settlement, thus increasing the likelihood that a particular package will meet both parties' needs and, therefore, increasing the likelihood of a successful settlement. At the same time, larger bargaining mixes can lengthen negotiations because there are more possible combinations of issues to consider, and combining and evaluating all these mixes makes things very complex.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

68. Why might bargainers want to consider "giving away something for nothing?"

Even if an issue is unimportant or inconsequential to you, it may be valuable or attractive to another. Awareness of the actual or likely value of such concessions to the parties can considerably enrich the value that you offer to the other at little or no cost to yourself.

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Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

69. What pieces of information does a negotiator need about the other party in order to prepare effectively?

The other party's current resources, issues, and bargaining mix; the other party's interests and needs; the other party's resistance point and alternative(s); the other party's targets and objectives; the other party's reputation and negotiation style; the other party's constituents, social structure, and authority to make an agreement; the other party's likely strategy and tactics.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

70. What are the advantages and disadvantages of limiting a negotiator's authority?

Advantages: Negotiators kept on a "short leash" cannot be won over by a persuasive presentation to commit their constituency to something that is not wanted. They cannot give out sensitive information carelessly. Disadvantages: When a negotiator always has to "check things out" with those he represents, the other party may refuse to continue until someone who has the power to answer questions and make decisions is brought to the table. The limited authority may frustrate the other and create an unproductive tension in the negotiating relationship.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

71. Why is note taking critical?

The person with the best notes becomes the memory of the session, can take some license in the drafting of the agreement, and will have something that can be reviewed by experts and specialists.

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Topic: 04-02 Getting Ready: The Planning Process

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Chapter 04 - Negotiation: Planning and Strategy

72. How might a negotiator gather information about the other party's current interest and needs?

This information may be obtained through a variety of routes: 1. Conducting a preliminary interview, including a broad discussion of what the other party would like to achieve in the upcoming negotiations (focus on broad interests, not just issues) 2. Anticipating the other party's interests (as if you were in their shoes) 3. Asking others who know or have negotiated with the other party 4. Reading how the other party portrays himself or herself in the media

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-02 List the basic steps of the planning process.

Topic: 04-02 Getting Ready: The Planning Process

73. Define strategy and tactics.

Strategy is the overall pattern or plan required to accomplish one's goals in a negotiation and the sequence of actions that lead to the accomplishment of those goals. Tactics are short-term, adaptive moves designed to enact or pursue broader (or higher level) strategies, which in turn provide stability, continuity, and direction for tactical behaviours.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

74. What are the four types of initial strategies for negotiators?

Competition, collaboration, accommodation, and avoidance.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

75. What strategic negotiation purposes can be served by avoidance?

First, if you are able to meet your needs without negotiating at all, it may make sense to use an avoidance strategy. Second, it simply may not be worth the time and effort to negotiate.

Third, the decision to negotiate is closely related to the desirability of available alternatives— what outcomes the negotiator can hope to achieve if negotiations fall through or don't work out.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

76. What is the primary goal when pursuing a strategy of accommodation?

To build or strengthen the relationship (or the other party) and the negotiator is willing to sacrifice the outcome.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

77. Describe a drawback of an accommodation strategies.

Accommodation strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

78. Indicate the position of each of the four engagement strategies in the dual concerns model.

See FIGURE 4.2 - The Dual Concerns Model Collaboration - Upper left Accommodation - Upper right Competition - Lower left Avoidance - Lower right

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

79. Under what conditions, or interests, might a negotiator lean toward using a competitive (distributive) strategy?

A strong interest in achieving only substantive outcomes—getting this deal, winning this negotiation, with little or no regard for the effect on the relationship or on subsequent exchanges with the other party—tends to support a competitive (distributive) strategy.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

80. Under what conditions, or interests, might a negotiator lean toward using an accommodation strategy?

A strong interest in achieving only the relationship goals—building, preserving, or enhancing a good relationship with the other party—suggests an accommodation strategy.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

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Chapter 04 - Negotiation: Planning and Strategy

81. Which strategy should a negotiator pursue when both substance and relationship interest are important?

If both substance and relationship are important, the negotiator should pursue a collaborative (integrative) strategy.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.

Topic: 04-03 Strategy—Moving from Planning to Action

4-25

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

Chapter 05 Individual Differences: Know Yourself and Your Counterpart

True / False Questions 1. Gender differences are the least researched individual difference topic in negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

2. Academic research concludes that little or no difference exists between male and female negotiators.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

3. Not only does research indicate that women and men perceive negotiations in different ways, but there is also evidence that women in negotiations are often treated worse than men.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

5-1

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

4. Early research suggests that not only do women and men receive different outcomes during salary negotiations but also that the same tactic may have opposite effects on salary negotiation outcomes, depending on whether it is used by a man or woman.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

5. Two ways to overcome the influence of gender stereotypes on negotiation performance are through motivational and cognitive interventions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

6. Research has shown that women do as well as men when they are negotiating outcomes on behalf of others.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

7. Personality traits are unstable tendencies to think, feel, or behave in certain ways that can be identified and measured.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

8. Face threat sensitivity refers to the degree to which female negotiators are intimidated by face-to-face negotiation with their male counterparts.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

9. Competitive negotiators usually have a high level of comfort with conflict and competition, despise debating issues, and are often considered good listeners.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

10. Pro-socials adopt a social value orientation that is more concerned with the well-being of others, are more oriented toward problem solving and reciprocal co-operation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

11. According to Christie and Geis, "High Machs" are thought to be more likely to tolerate behaviour that violates social norms and are more inclined to advocate the use of deception interpersonally.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

12. A compromising conflict management style is high on both assertiveness and cooperativeness.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

13. An avoiding conflict management style is low on both assertiveness and cooperativeness.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

14. Barry and Friedman found a strong link between negotiator capability and the integrative nature of the settlements reached by participants in a commercial real estate negotiation simulation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

15. Barry and Friedman found a positive link between intelligence and performance in distributive negotiation situations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

5-4

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

16. In light of all of the new research on cognitive ability, it is unlikely that individual cognitive ability can predict negotiation processes and outcomes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

17. With respect to distributive negotiation situations, Barry and Friedman found that there was no link between intelligence and performance.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

Multiple Choice Questions 18. refers to performance anxiety that afflicts individuals in certain social categories, such as race and gender, who fear that their performance will confirm a negative stereotype.

A. Negotiation threat B. Stereotype threat C. Perception threat D. Cognitive threat

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

19. When stereotype threat is activated: A. women do better because of the negative stereotypes that are active, and men do worse because of the positive stereotypes.

B. women do worse because of the negative stereotypes that are active, and men are not affected.

C. women do worse because of the negative stereotypes that are active, and men do better because of the positive stereotypes.

D. women are not affected by the negative stereotypes that are active, and men do better because of the positive stereotypes.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

20. Research suggests activating a stereotype may motivate a person to: A. act in a manner consistent with that stereotype.

B. act in a manner that contradicts that stereotype.

C. withdraw from negotiations due to perceived prejudice.

D. pursue an accommodating approach to negotiation and act more co-operatively.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

21. It appears that the motivation to make a good impression by negotiating more assertively can be a double-edged sword for: A. inexperienced negotiators.

B. men.

C. women.

D. experienced negotiators.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

22. Which of the following major conflict management styles is high on assertiveness and low on co-operativeness?

A. A collaborating style B. A compromising style C. An avoiding style D. A competing style

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

23. Which of the following major conflict management styles is high on both assertiveness and co-operativeness.

A. A collaborating style B. A compromising style C. An avoiding style D. A competing style

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

24. Which of the following major conflict management styles is low on both assertiveness and co-operativeness?

A. A collaborating style B. A compromising style C. An avoiding style D. A competing style

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

5-7

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

25. Which of the following major conflict management styles is low on assertiveness and high on co-operativeness?

A. An accommodating style B. A compromising style C. An avoiding style D. A competing style

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

26. A pro-social orientation is a tendency to prefer: A. an avoidance conflict management style.

B. an accommodating conflict management style.

C. a collaborating conflict management style.

D. a competing conflict management style.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

27. are preferences that people have regarding the kinds of outcomes they prefer in social settings where interdependence with others is required.

A. Personal ethical orientations B. Dual concerns conflict C. Preference dilemmas D. Social value orientations

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

5-8

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

28. A pro-social orientation can also be described as a(n): A. co-operative orientation.

B. egoistic orientation.

C. energetic orientation.

D. conservative orientation.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

29. According to research by Julian Rotter, "a generalized expectancy held by an individual of the word, promise, oral, or written statement of another individual or group can be relied upon" defines which of the following terms?

A. Misguided ethics B. Social value orientation C. Interpersonal trust D. Pro-social orientation

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

30. is a judgment about our own ability to behave effectively in a given situation.

A. Self-efficacy B. Self-efficiency C. Others-orientation D. Self-orientation

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

5-9

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

31. According to the attitude scale developed by Christie and Geis, which of the following tend to be cynical about others' motives, more likely to behave selfishly toward others, and less willing to change their convictions under social pressure?

A. Zero Machs B. Moderate Machs C. Low Machs D. High Machs

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

32. Which conceptual element of Machiavellianism assets that High Machs are suspicious of others?

A. Distrust B. Amoral manipulation C. Desire for control D. Desire for status

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

33. Which of the "big five" personality factors refers to being sociable, assertive, and talkative?

A. Introversion B. Extroversion C. Emotional stability D. Openness

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

5-10

Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

34. Which of the "big five" personality factors refers to being responsible, organized, achievement oriented?

A. Conscientiousness B. Extroversion C. Emotional stability D. Openness

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

35. Cognitive ability is synonymous with: A. Emotional intelligence B. General intelligence C. Social intelligence D. Analytical intelligence

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

36. All of the following are behaviours exhibited by expert negotiators during the prenegotiation planning stage, except?

A. They ignored the possibility of finding some middle ground with the other party in the negotiation.

B. They considered more outcome options for the issue being discussed.

C. They prepared their goals around ranges rather than fixed points.

D. They did not form their plans in strict sequential order.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

Short Answer Questions 37. Summarize the two key findings of Kray, Thompson, and Galinsky, in their study on how the performance of male and female negotiators changes depending on the kinds of genderrole stereotypes that are activated in a particular situation.

1. Stereotypes undermine the performance of females. When stereotype threat is activated— by telling negotiators the bargaining task is diagnostic of their overall ability as negotiators— women do worse because of the negative stereotypes that are active, and men do better because of the positive stereotypes. In contrast, when negotiators were told explicitly that the task is not diagnostic of their ability, there was no difference in performance between genders.

2. Negative stereotype effects can be overcome. Although stereotypes can undermine the performance of female negotiators, there is also evidence that the negative stereotypes of women at the bargaining table can sometimes improve performance. Another part of the same study found that after explicitly mentioning that masculine traits lead to better performance, women actually performed better than men in mixed-gender negotiations. Instead of fulfilling the negative connotations of the stereotype, the women in this experiment reacted against it and began negotiating more aggressively.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

38. What does a large-scale review of the literature on gender differences in negotiation conclude?

Large-scale reviews of the literature on gender differences in negotiation have concluded that women behave less competitively and more co-operatively in negotiation than men, and men tend to negotiate better outcomes than women.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

39. Compare the differing views of men and women in terms of their perception of conflict episodes.

Women were more likely to perceive conflict episodes in relationship terms, whereas men were more likely to perceive the task characteristics of conflict episodes.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

40. What does research evidence suggest about how men and women differ in their willingness to compete?

There is research evidence that men and women differ in their willingness to compete: men in one study were more eager to enter a mixed-gender competitive activity, while women were more inclined to avoid such competition.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

41. Early research suggests that not only do women and men receive different outcomes during salary negotiations but also that the same tactic may have opposite effects on salary negotiation outcomes, depending on whether it is used by a man or woman. Explain.

Dreher and his colleagues found that the use of exchange tactics (reminding supervisors of previous favours and offering to make sacrifices) had a positive effect on the outcome of salary negotiations of male employees and a negative effect on the outcome of salary negotiations of female employees. That is, women using the same negotiation exchange tactic that the men used were less successful than men.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.

Topic: 05-01 Gender Differences in Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

42. Briefly describe the two ways to overcome the influence of gender stereotypes on negotiation performance.

One way to overcome the influence of gender stereotypes on negotiation performance is to connect those stereotypes explicitly with negotiation outcomes. Research by Kray, Reb, Galinsky, and Thompson highlights that activating stereotypes (i.e., making people consciously aware of them and their supposed effects on outcomes) can motivate negotiators to behave in ways that overcome gender differences in performance. In short, activating a stereotype may motivate a person to act in a manner consistent with that stereotype.

A second way to overcome the influence of gender stereotypes on negotiation performance is by approaching the negotiation in a powerful frame of mind. This can lead to higher outcomes for female negotiators who might otherwise be at a disadvantage. Small and colleagues showed that although women tend to be more intimidated than men by the prospect of negotiating, this can be overcome when women are induced to think about the power by, for example, asking participants to describe a situation in which they had control and influence over others.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

43. How is self-efficacy related to performance?

Self-efficacy has proven to be a powerful predictor of performance through the setting of higher goals and the adoption of more analytic strategies.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

44. How does researcher Julian Rotter define interpersonal trust?

According to research by Julian Rotter, individuals differ in their level of interpersonal trust—defined as "a generalized expectancy held by an individual of the word, promise, oral, or written statement of another individual or group can be relied upon."

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

45. Describe the implications for negotiations based on a dispositional tendency to trust others.

"High trusters" believe that others will be trustworthy and that they need to be trustworthy themselves; hence, they are more likely to impose high moral standards on themselves and behave ethically. In contrast, "low trusters" believe that others cannot be trusted to observe the rules and therefore may feel less pressure themselves to tell the truth. Interestingly, though, high trusters are not necessarily more easily deceived than low trusters.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.

Topic: 05-02 Overcoming Gender Differences

46. What type of conflict management style is preferred by those with a pro-social orientation?

A pro-social orientation is, in essence, a tendency to prefer a collaborating conflict management style.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

47. Compare and contrast an egoistic orientation with a co-operative orientation.

A pro-self or egoistic orientation, means a person is primarily concerned with personal outcomes and unconcerned with outcomes obtained by another party; A pro-social or cooperative orientation, which means the person prefers outcomes that benefit both them and others with whom they are interdependent.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

48. What is meant by the term false dichotomy?

There are two sides in the debate regarding the importance of dispositions. On one side are those who argue that the study of personality is theoretically thin and that the dispositional effects are less important than situations are in predicting attitudes and behaviours. On the other side are those who see that situations matter but insist that dispositions by themselves are significant predictors of relevant behaviours. Many psychologists have come to regard the debate as a false dichotomy.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

49. Describe each of the "big five" personality factors.

Extroversion—being sociable, assertive, talkative Agreeableness— being flexible, co-operative, trusting Conscientiousness—being responsible, organized, achievement orientedEmotional stability—being secure, confident, not anxious Openness—being imaginative, broadminded, curious

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.

Topic: 05-03 Personality and Negotiation

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Chapter 05 - Individual Differences: Know Yourself and Your Counterpart

50. How does perspective-taking ability affect negotiations?

Negotiators need to perceive, understand, and respond to arguments the other party makes during negotiations. The ability to take the other person's perspective, especially during planning for negotiation, should enable negotiators to prepare and respond to the other party's arguments.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

51. Define the perspective-taking ability as it applies to negotiators.

Perspective-taking ability is defined as the negotiators "cognitive capacity to consider the world from another individuals' viewpoint," which enables the negotiator to anticipate the other's behaviour.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

52. Why is the ability to see the other party's point of view especially important during integrative negotiation?

The ability to see the other party's point of view is especially important during integrative negotiation because the negotiator strives to understand the other party's needs and interests and works to craft an agreement that satisfies both parties.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.

Topic: 05-04 Abilities in Negotiation

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Chapter 06 - Perception, Cognition, and Emotion

Chapter 06 Perception, Cognition, and Emotion

True / False Questions 1. Perception is a "sense-making" process; people interpret their environment so they can make appropriate responses to it.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

2. The perceiver's own needs, desires, motivations, and personal experiences are unlikely to create a predisposition about the other party in an upcoming negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

3. Halo effects occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

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Chapter 06 - Perception, Cognition, and Emotion

4. Stereotyping and halo effects are examples of perceptual distortion by generalization.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

5. Projection occurs when people assign to others the characteristics or feelings that they themselves do not possess.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6. The negotiator's own biases - for example, the predisposition to view a handshake as aggressive or confident - are likely to affect how the other party's behaviour is perceived and interpreted.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

7. A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-2

Chapter 06 - Perception, Cognition, and Emotion

8. New frames do not emerge once negotiation has commenced.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

9. One of the ways framing affects negotiation is by influencing how negotiators interpret available options.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

10. A gain/loss frame affects human behaviour and choice largely through its effect on people's risk preferences.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

11. A reference point is an arbitrary point used to evaluate an alternative as either a gain or a loss.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-3

Chapter 06 - Perception, Cognition, and Emotion

12. A party's predisposition to achieving a specific result or outcome from the negotiation is called a perspective frame.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

13. Multiple agenda items do not affect issue development.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

14. Frames shape what the parties define as the key issues and how they discuss them.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

15. Perception is the process by which individuals "connect" to their environment.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

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Chapter 06 - Perception, Cognition, and Emotion

16. Stereotyping and halo effects are examples of perceptual distortion by the anticipation of encountering certain attributes and qualities in another person.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

17. A perceptual bias is the "sense-making" mechanism through which people interpret their environment so they can respond appropriately.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

18. Halo effects can be positive or negative.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

19. Framing is about focusing, shaping, and organizing the world around us, but does not define persons, events, or processes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

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Chapter 06 - Perception, Cognition, and Emotion

20. Naming occurs when parties in a dispute label or identify a problem and characterize what it is about.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

21. Blaming occurs as the parties try to determine who or what caused the problem.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

22. Frames are shaped by conversations that the parties have with each other about the issues in the bargaining mix.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

23. One of the most important aspects of framing as issue development is the process of unframing or the manner in which the thrust, tone, and focus of a conversation change as the parties engage in it.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-6

Chapter 06 - Perception, Cognition, and Emotion

24. Cognitive biases facilitate negotiator collaboration.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

25. A country that continues to pour military resources into an unwinnable armed conflict is a classic example of the mythical belief that the issues under negotiation are all fixed-pie issues.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

26. Those who believe in the mythical fixed pie assume there is no possibility for integrative settlements and mutually beneficial trade-offs, and they suppress efforts to search for them.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

27. The winner's curse refers to the tendency of negotiators, particularly in an auction setting, to settle quickly on an item and then subsequently feel discomfort about a negotiation win that comes too easily.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-7

Chapter 06 - Perception, Cognition, and Emotion

28. In decision theory, the law of small numbers refers to the tendency of people to ignore information gleaned from small sample sizes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

29. The actor-observer effect can be thought of as "If I mess up, it's bad luck; if you mess up, it's your fault!"

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

30. It is not likely that negotiators will apply multiple frames to the same negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

31. Research shows that simply telling people about misconceptions and cognitive biases does little to counteract their effects.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

6-8

Chapter 06 - Perception, Cognition, and Emotion

32. Resentment is the most widely discussed emotion by negotiation researchers.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

33. Moods and emotions are synonymous.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

34. Research by Brooks and Schweitzer revealed that negotiators who felt anxious performed worse than negotiators whose feelings were more neutral.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

35. Positive and negative emotions tend to be classified under the single term "objectivity".

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

6-9

Chapter 06 - Perception, Cognition, and Emotion

36. There are no benefits to experiencing the emotion of anger.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

37. Much of the research that has been done on emotion emphasizes negative states.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

Multiple Choice Questions 38. Perception is: A. the process by which individuals detach from their environment.

B. unrelated to the perceiver's current state of mind.

C. a factor that can affect how meanings are ascribed.

D. a simple mental process.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-10

Chapter 06 - Perception, Cognition, and Emotion

39. Which of the following types of frames refers to a party's predisposition to achieving a specific result or outcome from the negotiation?

A. Aspiration frame B. Process frame C. Outcome frame D. Identity frame

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

40. Which of the following types of frames refers to a predisposition toward satisfying a broader set of interests or needs in negotiation?

A. Aspiration frame B. Process frame C. Outcome frame D. Identity frame

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

41. Which of the following types of frames refers to how the parties will go about resolving their dispute?

A. Aspiration frame B. Process frame C. Outcome frame D. Identity frame

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-11

Chapter 06 - Perception, Cognition, and Emotion

42. Which of the following types of frames refers to how the parties define who they are?

A. Aspiration frame B. Process frame C. Outcome frame D. Identity frame

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

43. Which of the following lists the stages of the perceptual process in the correct order?

A. Stimulus, translation, attention, recognition, behaviour B. Stimulus, behaviour, translation, attention, recognition C. Stimulus, attention, recognition, translation, behaviour D. Behaviour, stimulus, recognition, attention, translation

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

44. Halo effects occur when: A. attributes are assigned to an individual solely on the basis of his or her membership in a particular social or demographic group.

B. people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

C. the perceiver singles out certain information that supports or reinforces a prior belief, and filters out information that does not confirm that belief.

D. people ascribe to others the characteristics or feelings that they possess themselves.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-12

Chapter 06 - Perception, Cognition, and Emotion

45. Projection occurs when: A. attributes are assigned to an individual solely on the basis of his or her membership in a particular social or demographic group.

B. people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

C. the perceiver singles out certain information that supports or reinforces a prior belief and filters out information that does not confirm that belief.

D. people assign to others the characteristics or feelings that they possess themselves.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

46. In which type of frame would parties be more likely to engage primarily in distributive (win-lose or lose-lose) negotiations than in other types?

A. Identity B. Loss-gain C. Outcome D. Process

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

47. An insight drawn from research of the frames negotiators use in disputes would suggest that parties discussing salary may be likely to use outcome frames and may be related to which of the following?

A. Negotiators can use more than one frame.

B. Mismatches in frames between parties are sources of conflict.

C. Particular types of frames may lead to particular types of agreements.

D. Specific frames may be likely to be used with certain types of issues.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-13

Chapter 06 - Perception, Cognition, and Emotion

48. The irrational escalation of commitment bias refers to: A. the standard against which subsequent adjustments are measured during negotiation.

B. the perspective or point of view that people use when they gather information and solve problems.

C. how easily information can be recalled and used to inform or evaluate a process of a decision.

D. a negotiator's commitment to a course of action, even when that commitment constitutes irrational behaviour on his/her part.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

49. All of the following are cognitive biases, except?

A. the irrational escalation of commitment.

B. the belief that the issues under negotiation are all "fixed pie".

C. the process of anchoring and adjustment in decision making.

D. the negotiator's dilemma.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

50. The availability of information bias operates with which of the following statements?

A. When negotiators sometimes maintain commitment to a course of action even when that commitment constitutes irrational behaviour on their part.

B. When thorough preparation, along with the use of a devil's advocate or reality check, can help prevent errors.

C. When information that is presented in vivid, colourful, or attention-getting ways becomes easy to recall, and thus also becomes central and critical in evaluating events and options.

D. When the tendency of negotiators to believe that their ability to be correct or accurate is greater than is actually true.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-14

Chapter 06 - Perception, Cognition, and Emotion

51. Which of the following cognitive biases can lead negotiators to discount the worth or validity of the judgment of others?

A. Irrational escalation of commitment B. Mythical fixed-pie beliefs C. Anchoring and adjustment D. Overconfidence

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

52. The endowment effect: A. is making attributions to the person or the situation.

B. is drawing conclusions from small sample sizes.

C. is when negotiators believe that their ability to be correct or accurate is greater than actually true.

D. is the tendency to overvalue something you own or believe you possess.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

53. An investor who continues to put more money into a declining stock in hopes its fortunes will turn exemplifies which of the following cognitive biases?

A. Escalation of commitment B. Mythical fixed pie C. Anchoring and adjustment D. The winner's curse

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-15

Chapter 06 - Perception, Cognition, and Emotion

54. Which of the following cognitive biases refers to the tendency of negotiators to settle quickly in negotiation and then subsequently feel discomfort about a win that comes too easily?

A. Escalation of commitment B. Mythical fixed pie C. Anchoring and adjustment D. The winner's curse

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

55. In explaining another person's behaviour, the tendency is to overestimate the causal role of factors and underestimate the causal role of factors.

A. situational; personal B. personal; situational C. external; personal D. external; internal

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

56. When different negotiators apply different, or mismatched, frames, they will find the bargaining process: A. simple and positive B. clear and concise C. ambiguous and frustrating D. emotional and distracting

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-16

Chapter 06 - Perception, Cognition, and Emotion

57. The best way to manage perceptual and cognitive biases is: A. to minimize them.

B. to ignore them.

C. to hide them.

D. to understand how they happen.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

58. Compared with negotiators with neutral feelings, those with anxious feelings did all of the following, except?

A. Make a lower first offer B. Responded more quickly to offers C. Achieve a worse outcome D. Remained in the negotiation longer

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

59. The distinction between mood and emotion is based on which of the following characteristics, except?

A. Specificity B. Intensity C. Duration D. Conformity

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

6-17

Chapter 06 - Perception, Cognition, and Emotion

60. Negative emotions may lead parties to: A. more integrative processes.

B. escalate the conflict.

C. promote persistence.

D. define the situation as integrative.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

61. A negative mood increases the likelihood that the actor will: A. increase belligerent behaviour toward the other.

B. increase sympathetic behaviour toward the other.

C. behave compassionately in negotiations.

D. be less persistent in attempting to achieve their objectives.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

62. emotions may lead parties to escalate the conflict.

A. Positive B. Negative C. Uncontrollable D. Validated

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

6-18

Chapter 06 - Perception, Cognition, and Emotion

63. Positive feelings are more likely to lead the parties toward more: A. egotistical processes.

B. distributive processes.

C. integrative processes.

D. conscientious processes.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

Short Answer Questions 64. Define perceptual distortion by generalization.

Perceptual distortion by generalization occurs when small amounts of perceptual information are used to draw large conclusions about individuals.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

65. Explain stereotyping.

Stereotyping occurs when attributes are assigned to an individual solely on the basis of his or her membership in a particular social or demographic group.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-19

Chapter 06 - Perception, Cognition, and Emotion

66. How does projection occur?

Projection occurs when people assign to others the characteristics or feelings that they possess themselves and it arises out of a need to protect one's own self-concept.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

67. A key issue in perception and negotiation is framing. What is meant by framing?

A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

68. How are frames critical in negotiations?

Because how parties frame and define a negotiating issue or problem is a clear and strong reflection of what they define as central and critical to negotiating objectives, what their expectations and preferences are for certain possible outcomes, what information they seek and use to argue their case, the procedures they use to try to present their case, and the manner in which they evaluate the outcomes actually achieved.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-20

Chapter 06 - Perception, Cognition, and Emotion

69. How does an outcome frame function in an environmental dispute?

An outcome frame is a party's predisposition to achieving a specific result or outcome from the negotiation. To the degree that a negotiator has a specific, preferred outcome he or she wants to achieve, the dominant frame may be to focus all strategy, tactics, and communication toward getting that outcome. Parties who have a strong outcome frame are more likely to engage primarily in distributive (win-lose or lose-lose) negotiations than in other types of negotiations.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

70. Why do mismatches occur in frames between parties' sources of conflicts?

Negotiators may apply several different, or mismatched, frames to the same negotiation. Such mismatches cause conflict and ambiguity, which may either create misunderstanding, lead to conflict escalation and even a stalemate, or lead one or both parties to "reframe" the conflict into frames that are more compatible and that may lead to resolution. For highly polarized disputes, mutual reframing may not occur without the help of a third party.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

71. What role do frames play in the way they are constructed so that bargainers define problems and courses of action jointly through their talk?

Frames are shaped by conversations that the parties have with each other about the issues in the bargaining mix. Although both parties may approach the discussion with initial frames that resemble the categories described earlier, the ongoing interaction between them shapes the discussion as each side attempts to argue from his or her own perspective or counter-argue against the other's perspective.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

6-21

Chapter 06 - Perception, Cognition, and Emotion

72. How do multiple agenda items operate to shape issue development?

Although parties usually have one or two major objectives, priorities, or core issues, there are often a number of lesser or secondary items. When brought into the conversation, these secondary concerns often transform the conversation about the primary issues.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.

Topic: 06-01 Perception

73. Define cognitive biases.

Systematic errors made when processing information.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

74. Explain what is meant by an irrational escalation of commitment.

Negotiators sometimes maintain commitment to a course of action even when that commitment constitutes irrational behaviour on their part. Once a course of action is decided, negotiators often seek supportive (confirming) evidence for that choice, while ignoring or failing to seek disconfirming evidence.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-22

Chapter 06 - Perception, Cognition, and Emotion

75. How might the errors of anchoring and adjustment be prevented?

Thorough preparation along with the use of a devil's advocate or reality check.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

76. Compare and contrast risk-averse and risk-seeking framing.

People respond quite differently when they are negotiating to "gain" something rather than to "not lose" something.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

77. In negotiation, when does the availability bias operate?

When information that is presented in more vivid, colourful, or attention-getting ways becomes easier to recall, and thus also becomes more central and critical in evaluating events and options.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

78. What is the best remedy for the winner's curse?

Prevent it from occurring. Thorough investigation and preparation provides negotiators with independent verification of the worth of the settlement.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

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Chapter 06 - Perception, Cognition, and Emotion

79. Describe the double-edged effect of overconfidence.

(1) Overconfidence can solidify the degree to which negotiators support positions or options that are incorrect or inappropriate; and (2) overconfidence can lead negotiators to discount the worth or validity of the judgments of others, in effect shutting down other parties as sources of information, interests, and options necessary for a successful integrative negotiation.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

80. What is meant by the false consensus effect?

The false consensus effect is a tendency to overestimate the degree of support and consensus that exists for our own position, opinions, or behaviours.

This can seriously damage a negotiation effort—negotiators subject to it would make faulty judgments regarding tactics or outcome probabilities.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

81. How might reactive devaluation influence negotiators?

Reactive devaluation leads negotiators to minimize the magnitude of a concession made by a disliked other, to reduce their willingness to respond with a concession of equal size, or to seek even more from the other party once a concession has been made.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.

Topic: 06-02 Cognitive Biases in Negotiation

6-24

Chapter 06 - Perception, Cognition, and Emotion

82. Differentiate between moods and emotions.

Moods are states of feeling that are mild in intensity, last for an extended time, and are not directed at anything. Emotions, on the other hand, are intense feelings that are often brief and are clearly directed as someone or something. The distinction between mood and emotion is based on three characteristics: specificity, intensity, and duration. Mood states are more diffuse, less intense, and more enduring than emotion states, which tend to be more intense and directed at more specific targets. Emotions play important roles at various stages of negotiation interaction.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

83. Describe the impact of anxiety on negotiations.

Brooks and Schweitzer have shed light on the impact of anxiety on negotiations. Observing that negotiations trigger anxiety, they conducted four studies that compared negotiators who were induced to hold either anxious or neutral feelings. Negotiators who felt anxious performed worse than negotiators whose feelings were more neutral across all four experiments. Compared with negotiators with neutral feelings, those who were more anxious expected poorer outcomes, made lower first offers, responded more quickly to offers, exited earlier, and ultimately obtained worse outcomes. Researchers also found that the harmful effects of anxiety were reduced when negotiators had a high level of confidence in their abilities to negotiate.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.

Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation

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Chapter 07 - Communication Process and Outcomes

Chapter 07 Communication Process and Outcomes

True / False Questions 1. While the blend of integrative versus distributive communication content varies as a function of the issues being discussed, it is also clear that the content of communication is only partly responsible for negotiation outcomes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

2. Thompson et al. found that winners and losers evaluated their own outcomes equally when they did not know how well the other party had done, but if they found out that the other negotiator had done better, or was even pleased with his or her outcome, then negotiators felt less positive about their own outcome.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

3. Explanations of exonerating circumstances occur where negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative,it derives from positive motives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

7-1

Chapter 07 - Communication Process and Outcomes

4. Negotiators who use multiple explanations are more likely to have better outcomes and that the negative effects of poor outcomes can be mitigated by communicating explanations for them.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

5. In negotiations, language operates at two levels: the systematic level (for proposals or offers) and the pragmatic level (for semantics, syntax, and style).

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

6. Research shows that using mimicry in negotiations not only works, but it works particularly well when used in the early phase of negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

7. Nonverbal communication may help negotiators achieve better outcomes through mutual coordination.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

7-2

Chapter 07 - Communication Process and Outcomes

8. Researchers have been examining the effects of channels in general, and email in particular, on negotiation processes and outcomes during much of the past decade.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

9. Facial expressions, body language, and tone of voice have no effect on the outcome of a negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

10. Compared with face-to-face negotiations, parties negotiating over email are more likely to disclose information truthfully, increasing their ability to attain mutual gain.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

11. There is evidence that negotiation through written channels is more likely to end in impasse than negotiation that occurs face to face or by phone.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

7-3

Chapter 07 - Communication Process and Outcomes

12. Manageable questions cause attention, get information, and prepare the other person to start thinking.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

13. Aggressive listening involves receiving a message while providing no feedback to the sender about the accuracy or completeness of reception.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

14. Role-reversal techniques allow negotiators to understand more completely the other party's positions by actively arguing these positions until the other party is convinced that they are understood.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

15. Trust is based on the beliefs of a group.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

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Chapter 07 - Communication Process and Outcomes

16. Higher levels of trust make negotiations more difficult.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

17. Face-to-face negotiation encourages greater trust than email negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

18. Reputation is the impression other people have of a negotiator based on what they assume their future experiences to look like.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

19. Manageable questions cause difficulty, give information, and bring the discussion to a false conclusion.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

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Chapter 07 - Communication Process and Outcomes

20. Three main techniques are available for improving communication in negotiation: active listening, passive listening, and reflective listening.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

21. Acknowledgement is a form of listening.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

22. Good communication also leads to higher levels of suspicion.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

23. Greater expectations of trust between negotiators lead to weaker information sharing with the other party.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

7-6

Chapter 07 - Communication Process and Outcomes

24. There is evidence that parties anticipating an online negotiation expect more trust before the negotiations begin.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

Multiple Choice Questions 25. Which of the following defines exonerating circumstances?

A. Negotiators suggest that they had no choice in taking the positions they did.

B. Negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative it derives from positive motives.

C. Outcomes can be explained by changing the context.

D. Negotiators who use multiple explanations are more likely to have better outcomes.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

26. Communication during negotiation sometimes consists of explanations made to the other party. One type of explanation is an explanation of exonerating circumstances, where: A. negotiators suggest that they had no choice in taking the positions they did.

B. negotiators suggest that while their current position may appear negative, it derives from positive motives.

C. outcomes can be explained by changing the context.

D. negotiators use multiple explanations.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

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Chapter 07 - Communication Process and Outcomes

27. The key variation that distinguishes one communication channel from another is: A. social motive.

B. social presence.

C. emotional intelligence.

D. cognitive bias.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

28. Some nonverbal acts let the other know that you are listening and prepare the other party to receive your message, these are called: A. social accounts B. exonerating circumstances C. language style D. attending behaviours

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

29. The use of network-mediated information technologies in negotiation is sometimes referred to as: A. virtual negotiations.

B. e-commerce.

C. cyber cafes.

D. web zones.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

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Chapter 07 - Communication Process and Outcomes

30. For proposals or offers, language operates at which of the following levels?

A. Semantic B. Pragmatic C. Logical D. Systemic

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

31. For semantics, syntax, and style, language operates at which of the following levels?

A. Semantic B. Pragmatic C. Logical D. Systemic

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

32. All of the following are considered nonverbal communication, except?

A. Facial expressions B. Body language C. Head movements D. Laughing

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

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Chapter 07 - Communication Process and Outcomes

33. When Ms. Parker teaches history to her class of grade seven students, she often notices that Oliver, one of her students who sits in the front row, frequently nods his head at her while she speaks. What kind of listening is Oliver using?

A. Passive B. Responsive C. Acknowledgement D. Active

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

34. When a receiver restates or paraphrases the sender's message in their own language, the receiver is exhibiting the form of listening.

A. passive B. responsive C. acknowledgement D. active

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

35. listening involves receiving a message while providing no feedback to the sender about the accuracy or completeness of reception.

A. Passive B. Responsive C. Acknowledgement D. Active

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

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Chapter 07 - Communication Process and Outcomes

36. When someone is speaking to you and you fail to look at them, instead staring at an item in front of you or looking round the room, what message does your behaviour send to the speaker?

A. That you are actively listening.

B. That you are interested in what they are saying.

C. That you agree with what they are saying.

D. That you are not listening.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

37. Questions can be used to: A. manage difficult or stalled negotiations.

B. pry or lever a negotiation out of a breakdown or an apparent dead end.

C. assist or force the other party to face up to the effects or consequences of their behaviours.

D. questions can be used for all of these objectives.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

38. With passive listening: A. the receivers restate or paraphrase the sender's message in their own language.

B. the receivers interject responses to keep communicators sending messages.

C. the receiver provides no feedback to the sender about the accuracy or completeness of reception.

D. senders may misinterpret acknowledgments as the receiver's agreement with their position, rather than that they are simply receiving the message.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

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Chapter 07 - Communication Process and Outcomes

39. Role techniques allow negotiators to understand more completely the other party's positions by actively arguing these positions until the other party is convinced that they are understood.

A. mimicry B. reversal C. transversal D. transmittal

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

40. processes tend to increase trust.

A. Distributive B. Integrative C. Reflective D. Accommodative

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

41. justice is about the distribution of outcomes.

A. Procedural B. Interactional C. Distributive D. Systemic

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

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Chapter 07 - Communication Process and Outcomes

42. Systemic justice is about: A. the distribution of outcomes.

B. the process of determining outcomes.

C. how parties treat each other in one-to-one relationships.

D. how organizations appear to treat groups of individuals and the norms that develop for how they should be treated.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

43. All of the following contribute to the level of trust one negotiator has for another, except?

A. The individual's disposition toward trust.

B. Situation factors.

C. The number of negotiators involved in the transaction.

D. The history of the relationship between the parties.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

Short Answer Questions 44. A communicative framework for negotiation is based on what assumptions?

(1) The communication of offers is a dynamic process; (2) the offer process is interactive; and (3) a variety of internal and external factors drive the interaction and motivate a bargainer to change his or her offer.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

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Chapter 07 - Communication Process and Outcomes

45. How does the existence of a good BATNA change the circumstances of a negotiation?

(1) Negotiators with attractive BATNAs set higher reservation prices for themselves; (2) negotiators whose counterparts had attractive BATNAs set lower reservation points for themselves; and (3) when both parties were aware of the attractive BATNA that one of the negotiators had, that negotiator received a more positive negotiation outcome.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

46. What occurs during reframing explanations?

Outcomes can be explained by changing the context (e.g., short-term pain for long-term gain).

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

47. When and how is schmoozing important?

Schmoozing, or the off-task or relationship-focused conversations that are often present in face-to-face negotiations, is an important part of face-to-face negotiations. It is absent during email negotiations. Schmoozing is an important avenue for building rapport and establishing trust in the negotiation relationship.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-01 What Is Communicated during Negotiation?

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Chapter 07 - Communication Process and Outcomes

48. Describe the two levels on which language operates.

The logical level (for proposals and offers) and the pragmatic level (semantics, syntax, and style).

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

49. What is passive listening? How can this be a good strategy in negotiation?

Passive listening involves receiving the message while providing no feedback to the sender about the accuracy or completeness of reception. Some people like to talk and are uncomfortable with long silences. A negotiator whose counterpart is talkative may find that the best strategy is to sit and listen while the other party eventually works into, or out of, a position on their own.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

50. Some nonverbal acts, called attending behaviours, are particularly important in connecting with another person during a coordinated interaction like negotiation. Why? Because they let the other know that you are listening and prepare the other party to receive your message.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

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Chapter 07 - Communication Process and Outcomes

51. Define social presence.

The ability of a channel to carry and convey subtle social cues from sender to receiver that go beyond the literal "text" of the message itself.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.

Topic: 07-02 How People Communicate in Negotiation

52. Describe three techniques which have been proposed for improving communication in negotiation?

The use of questions, listening, and role reversal.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

53. We know that role reversal can be a useful tool for improving communication and the accurate understanding and appreciation of the other party's position in negotiation. But when is it useful?

This tool may be most useful during the preparation stage of negotiation, or during a team caucus when things are not going well.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.

Topic: 07-03 How to Improve Communication in Negotiation

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Chapter 07 - Communication Process and Outcomes

54. How does trust impact negotiations?

Answers will vary, however some common points include: • Higher levels of trust make negotiation easier, while lower levels of trust make negotiation more difficult.

• Trust increases the likelihood that negotiation will proceed on a favourable course over the life of a negotiation.

• Trust tends to cue co-operative behaviour and vice versa.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

55. What conditions are more favourable in repairing a relationship where trust has been broken?

• If the parties have a good past relationship, it is easier to repair trust than if the past relationship was poor.

• The sooner an apology occurs after the breach of trust, the more effective the apology is likely to be.

•The more sincerely an apology is expressed, the more effective it is in repairing trust.

• Apologies were more effective when the trust breach was an isolated event rather than habitual and repetitive.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

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Chapter 07 - Communication Process and Outcomes

56. Can an individual have a positive reputation in some situations, while having a negative reputation in others? If so, why?

An individual can have a number of different, even conflicting, reputations because she or he may act quite differently in different situations.

For example, a teacher may distributively bargain with a student's parents over missed assignments, while being quite integrative with the student over the timelines in which the missed assignments are due.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

57. Summarize four forms of justice.

• Distributive justice is about the distribution of outcomes.

• Procedural justice is about the process of determining outcomes.

• Interactional justice is about how parties treat each other in one-to-one relationships.

• Systemic justice is about how organizations appear to treat groups of individuals and the norms that develop for how they should be treated.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.

Topic: 07-04 Benefits Arising from Good Communication Patterns

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Chapter 08 - Negotiation Power and Persuasion

Chapter 08 Negotiation Power and Persuasion

True / False Questions 1. Power is not influenced by circumstance.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

2. Within the context of negotiation, information is perhaps the rarest source of power.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

3. Two major sources of power based on position in an organization: (1) legitimate power and (2) power based on control of resources.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

4. Expertise power is accorded to those who demonstrate some level of command and mastery of a body of information.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

5. Human capital can be described by the available labour supply.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

6. One of the major sources of power, relationship-based power, can be defined as power that is derived from the context, situation, or environment in which negotiations take place.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

7. Legitimate power is at the foundation of our social structure.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

8. Hierarchical structures determine the "meaning system" of a social environment.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

9. Striking a deal with an opponent much bigger than you is referred to as what Michael Watkins calls, "dancing with elephants."

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

10. Direct behaviours that convince the other side that your arguments are valid and worthy of consideration is a central route approach to persuasion.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

11. People will treat others better when they dislike them than when they authentically like them.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

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Chapter 08 - Negotiation Power and Persuasion

12. Negotiators frequently give very little attention to the other party's opinions and point of view.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-05 The Role of Receivers—Targets of Influence

13. There are three different routes to persuasion.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

14. The peripheral route tends to be grounded in cognitive and technical changes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

15. The central route tends to be rational, cognitive, and based on information.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

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Chapter 08 - Negotiation Power and Persuasion

16. The routes of persuasion are different, but very similar.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

17. Negotiators who don't care about their power will find that their deliberations proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

18. Power comes from expertise and it is limited.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

19. Organizational and national cultures are both descriptors of contextual power.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

20. Expert power is derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

21. If enough people begin to distrust the authority or discredit its legitimacy, they will begin to defy it and thereby undermine its potential as a source of power.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

22. The effectiveness of formal authority is derived from the willingness of followers to acknowledge the legitimacy of the organizational structure and the system of rules and regulations that empowers its leaders.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

23. When agents, constituencies, and external audiences are present in a negotiation, they can become actively involved to formally or informally pressure others as part of the negotiation process.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

24. Culture -both organizational and national- often translates into deeply embedded structural inequalities in a society.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

25. Low-power parties should attempt to diversify their risk by entering into deals with several other partners so that no single high-power player can wipe out the low-power partner.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

26. Striking a deal with an opponent who is much smaller than you is called "dancing with elephants".

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

27. In order to be persuasive in a negotiation, parties must have at least one form of power.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

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Chapter 08 - Negotiation Power and Persuasion

28. Language of a very high intensity is always more effective.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

Multiple Choice Questions 29. All of the following terms accurately describe power, except?

A. It is situational.

B. It is fluid.

C. It is derived from many sources.

D. It is static.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

30. All but one of the following is a major source of power. Which one is not?

A. Personal power.

B. Informational power.

C. Position-based power.

D. Relationship-based power.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

31. Information, as a source of power, is: A. the accumulation and presentation of data to change the other person's point of view or position on an issue.

B. an acknowledged accumulation of information, or mastery of a body of information, on a particular problem or issue.

C. the accumulation of money, raw material, manpower, time, or equipment which can be used to create incentives for other people to comply, or as threats and punishments if they do not comply.

D. power derived from being located in a particular position in an organizational or communication structure.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

32. Expert power is: A. accorded to those who are seen as having achieved some level of command and mastery of a body of information.

B. derived from the ability to allocate, dispense, or withhold resources.

C. derived from occupying a particular job, office, or position in an organizational hierarchy.

D. derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

33. Which of the following statements about legitimate power is false?

A. Legitimate power is at the foundation of our social structure.

B. Social structures are inherently inefficient, and this realization creates the basis for legitimate power.

C. Legitimate power cannot function without obedience.

D. Legitimate power is often derived from manipulating other sources of power.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

34. Resources are more useful as instruments of power to the extent they are highly valued by participants in the negotiation. Which of the following is not a resource of organizational context?

A. Stress, in imposing deadlines, and increasing workloads.

B. Supplies, in the form of materials, components, and parts.

C. Human capital in available labour supply, staff, and temporary help.

D. Critical services, in repairs, upkeep, and technical support.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

35. Legitimate power is a(n) A. informational B. relationship-based C. position-based D. contextual

source of power.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

36. Expertise power is a(n) A. informational B. relationship-based C. position-based D. contextual

source of power.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

37. The availability of a BATNA offers a negotiator significant power because they have the choice to walk away from the current deal or to use the BATNA as leverage to strike a better agreement in the current conversation. This exemplifies which source of power?

A. informational B. relationship-based C. position-based D. contextual

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

38. power is at the foundation of our social structure.

A. Referent B. Legitimate C. Expert D. Positional

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

39. Michael Watkins refers to striking a deal with an opponent much bigger than you as "dancing with ."

A. wolves B. elephants C. lions D. bears

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

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Chapter 08 - Negotiation Power and Persuasion

40. One way that lower power parties can deal with the big players in business deals and partnerships is by limiting the ways you can do business or who you can do business with and it is an example of one of the following dealings?

A. Never do an all-or-nothing deal.

B. Make yourself bigger.

C. Build momentum through doing deals in sequence.

D. Constrain yourself.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

41. Which of the following options is not a wise choice of action for a negotiator in a lowpower position?

A. Diversity risk by entering into deals with several other partners B. Deal with a variety of individuals and departments in the high-power party C. Use anger to make yourself bigger D. Limit the ways you can do business or with whom you can do business

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

42. When dealing with high-power parties, how is it possible to "make the other party smaller?"

A. Make deals early.

B. Attempt to establish multiple relationships and engage in multiple negotiations.

C. Build momentum through doing deals in sequence.

D. Tie your hands by limiting the ways that you can do business or who you can do business with.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

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Chapter 08 - Negotiation Power and Persuasion

43. There are three major issues to consider when constructing a message. Which of the following is not one of them?

A. The content of the message B. The structure of the message C. The delivery style of the message D. The perception of the message

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

44. The intensity of language can be increased through the use of all of the following, except?

A. Colourful metaphors B. Swear words C. Change in intonation D. Font size

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

45. All of the following have an effect on the recipient of a persuasive message, except?

A. Credibility B. Aggressiveness C. Attractiveness D. Authority

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

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Chapter 08 - Negotiation Power and Persuasion

46. All of the following can be used to pursue the peripheral route to influence, except?

A. Reciprocity B. Agreeableness C. Social proof D. Reward and punishment

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

47. All of the following can assist a listener in resisting the other party's efforts, except?

A. Have good alternatives to a negotiated agreement.

B. Make a public commitment (or get the other party to make one).

C. Inoculate yourself against the other's persuasive message.

D. Respecting the superiority in the other party's power.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-05 The Role of Receivers—Targets of Influence

48. One of the most effective ways to get someone to stand firm on a position is: A. to increase their BATNA, while decreasing yours.

B. to have them make a public commitment to that position.

C. to engage solely in distributive bargaining.

D. to reveal any cognitive bias used in the bargaining process.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-05 The Role of Receivers—Targets of Influence

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Chapter 08 - Negotiation Power and Persuasion

49. The fact that the first item in a long list of items is the one most likely to be remembered is called: A. the isolation effect.

B. the singularity effect.

C. the primacy effect.

D. the recency effect.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

Short Answer Questions 50. What is a likely outcome for a negotiator who isn't concerned with power?

In general, negotiators who don't care about their power or who have matched power— equally high or low—will find that their deliberations proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

51. In very broad terms, what are the four major sources of power?

Informational sources of power, power based on position in an organization, network or relationship-based sources of power, and contextual sources of power.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

52. Today car-buying customers can enter negotiation armed with accurate facts and figures about a car. How has the Internet shifted power back to the consumer?

Consumers now know the dealer cost and as such are much less likely to pay the list price on a car. Consumers can do their homework.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

53. What are the two major sources of power based on position in traditional organizational hierarchies?

The two major sources of power based on position in traditional organizational hierarchies are legitimate power, grounded in the specific title, duties, and responsibilities of a job, and resource power, based on the control over resources associated with that position.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

54. Define legitimate power.

Legitimate power is derived from occupying a particular job, office, or position in an organizational hierarchy. The power resides in the title, duties, and responsibilities of the job itself.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

55. How can people acquire legitimate power?

People can acquire legitimate power in several ways. First, it may be acquired at birth (example: Queen Elizabeth II). Second, legitimate power may be acquired by election to a designated office: the prime minister of Canada has substantial legitimate power derived from that elected position. Third, legitimate power is derived simply by appointment or promotion to some organizational position. Thus, holding the title of director or general manager entitles a person to all the rights, responsibilities, and privileges that go with that position. Finally, some legitimate authority comes to an individual who occupies a position for which other people simply show respect, such as a priest.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

56. How does location in an organization contribute to power?

Even without a lofty position or title, individuals can become powerful because of the way that their actions and responsibilities are embedded in the flows of information, goods and services, or contacts.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

57. Why is having a great BATNA a strong source of power?

With a great BATNA you have the choice between accepting the other party's proposal or an attractive alternative deal.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

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Chapter 08 - Negotiation Power and Persuasion

58. Compare information power with power derived from expertise.

Power derived from expertise is a special form of information power. The power that comes from information is available to anyone who assembles facts and figures to support arguments, but expert power is accorded to those who are seen as having achieved some level of command and mastery of a body of information.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.

Topic: 08-01 Sources of Power—How People Acquire Power

59. What is the problem of "dancing with elephants"?

The concept is defined as striking a deal with an opponent much bigger than you.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

60. Name four of the eight strategies Michael Watkins suggests using to deal with the big players in business deals and partnerships.

Never do an all-or-nothing deal, make the other party smaller, make yourself bigger, build momentum through doing deals in sequence, use the power of competition to leverage power, constrain yourself, good information is always a source of power and do what you can to manage the process.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

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Chapter 08 - Negotiation Power and Persuasion

61. How does anger help a powerful negotiator? How does anger hinder a low-power negotiator?

Anger is helpful to a powerful negotiator as anger tends to focus their attention more completely on what they want and leads them to be more assertive and to claim more value in a competitive negotiation. Low-power negotiators do not respond to their own emotions, and as a result are more likely to be drawn into the other party's emotional state, are less focused, and surrender value to the other.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.

Topic: 08-02 Dealing with Others Who Have More Power

62. What are the three major issues to consider when constructing a message?

The content of the message (the facts and topics that should be covered), the structure of the message (how the topics and facts should be arranged and organized), and the delivery style (how the message should be presented).

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-05 The Role of Receivers—Targets of Influence

63. Compare and contrast the primacy effect and the recency effect.

Primacy effect: The first item in a long list of items is more likely to be remembered. Recency effect: the tendency for the last item presented to be the best remembered.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

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Chapter 08 - Negotiation Power and Persuasion

64. How do distractions interfere with the target's ability to think effortfully about the arguments?

When receivers are distracted, they are less able to engage in issue-relevant thinking, and hence they may be more susceptible to processing peripheral cues that may push them toward a particular choice. Distractions seem to inhibit the receiver's "subvocalization" (what people say to themselves as they hear a message).

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

65. What is the norm of reciprocity?

This norm suggests that when you receive something from another person, you should respond in the future with a favour in return. This norm is pan-cultural in that groups around the world appear to respect it.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-04 Two Routes to Persuasion

66. How does a negotiator "inoculate" him/herself against the other party's arguments?

By preparing counterarguments to refute the key points the other party is likely to make. The best way to do this is to develop arguments both for your original position and against your position.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.

Topic: 08-05 The Role of Receivers—Targets of Influence

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

Chapter 09 The Dynamics of Disputes and Third-Party Help

True / False Questions 1. When one person or party makes a claim or demand on another person or party, and that claim is rejected, we can say that a power imbalance has emerged.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

2. Negotiators focus on power when they use threats, make demands, or use other means to try to coerce the other party into making concessions.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

3. Negotiators focus rights on when they strive to learn about the other party's interests and priorities as a way to work toward a mutually satisfying agreement that creates value.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

4. In a study by, Anne Lytle, Jeanne Brett, and Debra Shapiro, they found that most negotiations cycled through three strategies— interests, rights, and power— during the same encounter.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

5. Parties who focus on interests in a dispute are often able to find ways to resolve that dispute.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

6. The use of power comes at a cost, and sometimes when you use it you win, sometimes you lose.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

7. Disputes about rights are often resolved by helping the parties find a fair way to determine who is right or that they can both be right.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

8. When negotiations are unable to reach an agreement on their own, it is a good idea to rethink your position.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

9. The term alternative dispute resolution is commonly used when referring to third-party approaches to resolving disputes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

10. A power negotiator is a third party who takes control of shaping and determining an outcome.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

11. A mediator is a third party who works toward helping disputing parties creating solution themselves by facilitating communication and dispute resolution techniques among the parties.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

9-3

Chapter 09 - The Dynamics of Disputes and Third-Party Help

12. Managers are frequently involved in the handling of disputes between subordinates and colleagues.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

13. Managers generally use one of three dominant styles when intervening in a subordinate conflict: interrogate, mediate, subjugate.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

14. A manager using an adversarial intervention exerts high control over both the process and the decision.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

15. Managers who provide impetus typically exert control over the decision, as well as a significant amount of control over the process.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

9-4

Chapter 09 - The Dynamics of Disputes and Third-Party Help

16. Parties who focus on rights and power are often able to find ways to resolve that dispute.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

17. Starting a negotiation by conveying your own power to coerce the other party could bring a quick settlement if your threat is real and credible.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

18. If you have more power than your opponent, then using your power means that you will always win.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

19. Med-arb tends to work best in cases where the parties are expecting final offer arbitration because they realize that mediation is their best opportunity for compromise.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

9-5

Chapter 09 - The Dynamics of Disputes and Third-Party Help

20. Negotiations rarely reach a point of breaking down where negotiators are unable to reach an agreement on their own.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

21. People involved in disputes tend to underestimate the costs associated with exercising a rights-based or power-based approach.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

22. In general, people are more satisfied with outcomes that use an interests-based approach than a rights or power approach.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

23. In a study that compared arb-med with med-arb, Conlon, Moon, and Ng found that ArbMed led to higher resolution rates and higher joint outcomes than Med-Arb. TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

24. An arbitrator is a third party who works toward helping disputing parties create solutions themselves by facilitating communication and dispute resolution techniques.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

25. Med-Arb and Arb-Med are essentially the same processes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

Multiple Choice Questions 26. Negotiators focus on when they strive to learn about the other party's interests and priorities as a way to work toward a mutually satisfying agreement that creates value.

A. power B. interests C. reciprocity D. rights

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

27. Negotiators focus on when they seek to resolve a dispute by drawing on rules or standards grounded in principles of law, fairness, or perhaps an existing contract.

A. power B. interests C. reciprocity D. rights

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

28. Lytle and her colleagues found that most negotiators cycled through three strategies during the same encounters. Which are the three strategies?

A. Interests, information, and effectiveness.

B. Effectiveness, coercion, and deception.

C. Interests, rights, and power.

D. Deception, reward, and position.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

29. Power tactics may be most useful when: A. negotiations are proceeding rapidly.

B. risk is low.

C. threats are not perceived as credible.

D. the other party refuses to negotiate.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

30. Disputes settled by power: A. bring together both sides in a dispute.

B. usually create clear winners and losers.

C. are often referred to formal arbitrators.

D. are often referred to informal arbitrators.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

31. People involved in disputes tend to based or power-based approach.

A. overestimate B. underestimate C. ignore D. inflate

the costs associated with exercising a rights-

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

32. In matters of public importance, which approach is most likely necessary?

A. A rights-based approach.

B. An interests-based approach.

C. A power-based approach.

D. A relationship-based approach.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

33. are a precursor to the use of power.

A. Ethics B. Threats C. Rewards D. Punishments

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

34. Third-party help can be used for all of the following reasons, except?

A. The emotional level between the parties is high, with lots of anger and frustration.

B. Communication between the parties is poor or has completely broken down.

C. Behaviour is positive.

D. The parties disagree about what information is necessary, available, or required.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

35. There are several types of third-party interventions, but in general they differ on: A. the degree to which the parties give up control over process and control over outcome, or both.

B. whether or not they are directly involved in the negotiation.

C. whether or not they are directly involved in the dispute.

D. whether or not the outcome will be positive or negative.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

36. All of the following statements regarding the use of mediation are true, except?

A. The mediator has control over the process.

B. The mediator determines the agenda.

C. The mediator determines who speaks and when.

D. The mediator determines the outcome.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

37. When a mediator is asked to assist in dispute resolution, the outcome is determined by: A. the mediator.

B. the government.

C. the parties themselves.

D. an arbitrator.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

38. When a mediator is asked to assist in dispute resolution, the outcome is determined by: A. the mediator.

B. the government.

C. the parties themselves.

D. the arbitrator.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

39. When using arbitration to settle disputes, control over the process is: A. given to the arbitrator.

B. given to a mediator.

C. given to the parties themselves.

D. given to the government.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

40. All of the following are considered advantages of arbitration, except?

A. The negotiation or dispute ends with a final solution.

B. The solution is usually binding.

C. The solution is seen as credible.

D. The costs of prolonging the dispute are high.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

41. has a mandatory mediation program for certain types of civil lawsuits, such as estates, trust, and substitute decision-making cases.

A. Quebec B. Ontario C. Alberta D. British Columbia

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

42. British Columbia has three forms of mediation, which of the following is not one of those forms?

A. Voluntary B. Quasi-mandatory C. Mandatory D. Reciprocal

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

43. A(n) is a third party who takes control of shaping and determining an outcome.

A. arbitrator B. mediator C. justice of the peace D. reconciliatory

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

44. Which of the following types of arbitration was developed to encourage parties to take a less extreme position?

A. Quasi-arbitration B. First offer arbitration C. Hybrid arbitration D. Final offer arbitration

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

45. The key difference between traditional arbitration and final offer arbitration is that: A. Arbitrators are permitted to formulate a settlement that falls in the middle of the two proposals.

B. Arbitrators are not permitted to formulate a settlement that falls in the middle or create their own terms for a desired outcome.

C. Arbitrators are permitted to create their own terms for a desired outcome.

D. Arbitrators must present their proposed solution to the courts for approval.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

46. A(n) is a third party who works toward helping disputing parties create a solution themselves by facilitating communication and using dispute resolution techniques.

A. arbitrator B. mediator C. negotiator D. chief justice

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

47. Which of the following is a hybrid approach combines the flexible and creative facets of mediation with the finality of binding adjudication?

A. Arb-Med B. Barg-Arb C. Med-Arb D. Union arbitration

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

48. In the arbitration-mediation process the third party begins by: A. mediating the negotiation.

B. holding an arbitration hearing and making a decision, which is placed in a sealed envelope and is not revealed to the parties.

C. offering to meet with each party separately to determine if compromise is possible.

D. attempts to reconcile the differences between the two parties and bring their objectives closer together.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

49. The final phase of an arb-med process is called: A. the impasse.

B. the arbitration phase.

C. the ruling phase.

D. the imposition.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

50. Which of the following management styles describes a manager who passively listens to what each side chooses to reveal and then tells the parties how to solve the conflict based on their presentations?

A. Inquisitorial intervention B. Adversarial intervention C. Providing outcomes D. Providing impetus

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

51. Which of the following management styles describes a manager who typically does not exert control over the decision, and only mildly controls the process?

A. Inquisitorial intervention B. Adversarial intervention C. Providing outcomes D. Providing impetus

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

52. Of the following management styles used during conflict intervention, which is the most common?

A. Inquisitorial intervention B. Adversarial intervention C. Providing outcomes D. Providing impetus

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

53. Mediation is more often successful in the all the following situations, except?

A. The level of conflict is moderate and not excessively high.

B. The positions of both parties are understood by only one party.

C. Both parties are motivated to settle.

D. The issues do not involve a basic conflict of values.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

54. Which of the following is not an intervention style used regularly by managers?

A. Mediational intervention B. Inquisitorial intervention C. Adversarial intervention D. Providing impetus

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

Short Answer Questions 55. Define the term dispute.

When one party makes a claim or demand on another party and that claim is rejected.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

56. What criteria should be considered when deciding to focus on interests, rights, and power?

• Transaction costs • Satisfaction with outcomes • Effect on the relationship • Likelihood of recurrence

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

57. How can the use of threats be effective?

To be effective, threats must be specific and credible, targeting the other party's high-priority interests. Otherwise, the other party has little incentive to comply.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-01 Recognize dispute situations.

Topic: 09-01 What Are Disputes?

58. Outline how interests, rights, and power lead to different discussions between parties.

Different approaches are likely to lead to very different discussions. The more power is used, the more likely the other party will respond with power of his/her own. The more interests are used, the more the other party will consider your interests. If you use rights, the tone is likely to be different and you may get less than in using power or interests.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-02 List the approaches available for handling a dispute.

Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power

59. What are the reasons to use a third party?

The emotional level between the parties is high, with lots of anger and frustration, communication between the parties is poor or has completely broken down, behaviour is negative (such as name calling), the parties disagree about what information is necessary, available or required, differences in interests appear to be irreconcilable, negotiations have broken down and there is an impasse.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

60. Under what conditions is mediation generally thought to be more successful?

The level of conflict is moderate and not excessively high, the positions of both parties are understood by both parties, both parties are motivated to settle, the issues do not involve a basic conflict of values, the level of power is relatively equal between the parties or the power differential is appreciated by both parties.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

61. What are the advantages of using arbitration?

Arbitration has the following major advantages: • The negotiation or dispute ends with a final solution.

• The solution is usually binding, meaning that parties usually cannot choose whether or not to follow it.

• The solution is often seen as credible because arbitrators tend to be perceived as wise, fair, and impartial.

• The costs of prolonging the dispute are avoided.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

62. Describe the phases of an arbitration-mediation process.

The arbitration-mediation process (or arb-med) has three phases. The third party begins by holding an arbitration hearing and making a decision, which is placed in a sealed envelope and is not revealed to the parties. In phase two, the parties participate in mediation. If mediation fails to produce a voluntary agreement by an agreed-on deadline, the parties enter the final phase, known as the ruling phase. The third party then removes the ruling from the envelope and reveals the binding ruling to the disputants.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

63. What are the disadvantages of using arbitration?

Arbitration has the following disadvantages: • By putting control over the outcome in another person's hands, each party takes a risk that the solution will be one they cannot live with.

• Parties may not like the outcome and issues may remain outstanding.

• In comparison with mediation, which we discuss next, there is less commitment to an arbitrated decision. When parties feel less committed to a decision, they will be less likely to implement it or will be more resentful, so the resolution may not be permanent.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

64. Describe final offer arbitration.

Final offer arbitration was developed to encourage parties to take less extreme positions. The key difference between traditional arbitration and final offer arbitration is that in final offer arbitration, the arbitrator must choose one of the proposals put forth by the disputants.

Arbitrators are not permitted to formulate a settlement that falls in the middle or create their own terms for a desired outcome.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

65. Discuss why mediational intervention is not used by many managers.

Managers like to be hands-on so end up being more autocratic than mediative. They want to be seen as proactive and they are often not trained in mediation.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

66. Who performs ADR and third-party services?

There are many: formal arbitrators, professional mediators, ombudspersons, social workers, managers, or even friends of the disputing parties. Many universities now offer graduate degrees in ADR, which is part of an overall trend toward legitimizing ADR as a distinct profession.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 09-03 Distinguish between arbitration and mediation.

Topic: 09-03 Third-Party Help

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Chapter 09 - The Dynamics of Disputes and Third-Party Help

67. What is the most common managerial style used when a manager intervenes in a subordinate conflict? Describe how this is done.

The most common style is inquisitorial intervention. A manager using an inquisitorial intervention exerts high control over both the process and the decision. Both sides are told to present their cases, several questions are asked to probe each side's position, and there is a high degree of control over how frequently they are allowed to speak and what topics they may discuss. The manager then creates a solution they think will resolve the dispute and imposes that solution on both parties.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

68. According to research by Conlon and Fasalo how does the timing of mediational intervention impact the outcome?

Quick interventions tended to produce feelings of lack of control and loss of voice in disputants; that is, the negotiators felt they had lost their ability to have a say in presenting their case to their satisfaction.

Disputants also expressed lower satisfaction with third-party interventions that they perceived as inappropriate because of violations of due process; that is, negotiators were not satisfied when they thought they were denied access to normal procedural steps and safeguards.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.

Topic: 09-04 Managerial Intervention

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

Chapter 10 Confronting the Dark Side: Deception and Ethical Dilemmas

True / False Questions 1. Point of view can be defined as individual and personal views for deciding what is right and wrong.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

2. A business executive is said to face an ethical dilemma when he or she is faced with possible actions that put the potential economic benefits of doing a deal in conflict with the social obligations to other involved parties or to the broader community.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

3. The concept of end-result ethics states that the rightness of an action is determined by evaluating the pros and cons of its consequences.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

4. An individual that subscribes to duty ethics is one for whom the rightness of an action is determined by evaluating the pros and cons of its consequences.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

5. Morals are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

6. The fundamental questions of ethical conduct arise only when we negotiate in distributive bargaining situations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

7. The concept of personalistic ethics states that the rightness of an action is based on the customs and norms of a particular society or community.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

8. Most of the ethical questions in negotiation are concerned with standards of truth telling.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

9. Negotiation is based on information dependence—the exchange of information to learn the true preferences and priorities of the other negotiator.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

10. The dilemma of honesty is that a negotiator who believes everything the other says can be manipulated by dishonesty.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

11. Misrepresentation to opponent's networks means failing to disclose information which would benefit the other party.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

12. A misrepresentation is "knowing" when you know that what you say is false when you say it.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

13. Most of the ethics issues in negotiation are concerned with standards of truth telling and how individuals decide when they should tell the truth.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

14. The primary purpose of explanations and justifications is to rationalize, explain, or excuse a behaviour—to verbalize some good, legitimate reason this tactic was necessary.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

15. Emotional manipulation is generally seen as appropriate for use in distributive bargaining.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

16. Questions and debate regarding the ethical standards for truth telling are central and fundamental in the negotiating process.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

17. Misrepresentation by omission is defined as actually lying about the common value issue.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

18. The primary motivation to use an ethically ambiguous tactic is to increase the negotiator's temporary power advantage.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

19. When a negotiator has used a tactic that may produce a reaction, the negotiator must prepare to defend the tactic's use to himself.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

20. A negotiator who employs an unethical tactic will experience consequences that may be positive or negative, based on three aspects of the situation—one of which is how the other person, their constituencies, and audiences evaluate the tactic.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

21. Explanations and justifications are self-serving rationalizations for the other party's conduct.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

22. Studies show that subjects were more willing to lie by omission than by commission.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

23. Individuals are more willing to use deceptive tactics when the other party is perceived to be uninformed or unknowledgeable about the situation under negotiation; particularly when the stakes are high.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

24. Real consequences—rewards and punishments that arise from using a tactic or not using it—should not only motivate a negotiator's present behaviour, but also affect the negotiator's predisposition to use similar strategies in similar circumstances in the future.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

25. One's own temptation to misrepresent creates a self-fulfilling logic in which they believe they must misrepresent because the other is likely to do it as well.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

26. Asking questions can reveal a great deal of information, some of which the negotiator may intentionally leave undisclosed or unsaid.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.

Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

27. Responding in kind is the clearest way to indicate to the other side that you know he is bluffing or lying.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.

Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

28. According to a study exploring whether there is such a thing as an ‘honest face', researchers concluded that men's faces accurately reflected their tendency toward honesty, but women's faces were not particularly valid indicators of their truthfulness.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.

Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

Multiple Choice Questions 29. The concept of duty ethics states that: A. the rightness of an action is determined by evaluating the pros and cons of its consequences.

B. the rightness of an action is determined by existing laws and contemporary social standards that define what is right and wrong and where the line is.

C. the rightness of an action is based on the customs and norms of a particular society or community.

D. the rightness of an action is based on one's conscience and moral standards.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

30. Only one of the following approaches to ethical reasoning has the central tenet that actions are more right if they promote more happiness, more wrong as they produce unhappiness.

Which approach applies?

A. End-result ethics B. Duty ethics C. Social context ethics D. Personalistic ethics

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

31. Proponents of personalistic ethics argue that: A. the best way to achieve the greatest good is to closely follow a set of rules and principles.

B. the worth of a particular action is judged on the basis of the consequences it produces.

C. societies, organizations, and cultures determine what is ethically appropriate and acceptable within that group.

D. everyone ought to decide for themselves what is right based on their conscience.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

32. Which of the following is an implication of the dilemma of trust?

A. We believe everything the other says and can be manipulated by their dishonesty.

B. We do not believe anything the other says and therefore are immune to their dishonesty.

C. We tell the other party our exact requirements and limits in negotiation, and therefore we will never do better than this minimum level.

D. We never reveal our requirements and limits in negotiation, and therefore are able to far exceed that minimum level.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

33. Which of the following is an implication of the dilemma of honesty?

A. We believe everything the other says and can be manipulated by their dishonesty.

B. We do not believe anything the other says and therefore are immune to their dishonesty.

C. We tell the other party our exact requirements and limits in negotiation, and therefore we will never do better than this minimum level.

D. We never reveal our requirements and limits in negotiation, and therefore are able to far exceed that minimum level.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

34. Not disclosing your walkaway point in a negotiation or making an inflated opening offer exemplifies which marginally ethical negotiating tactic?

A. Emotional manipulation B. Misrepresentation C. Traditional competitive bargaining D. Bluffing

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

35. Insincere threats or promises exemplifies which marginally ethical negotiating tactic?

A. Emotional manipulation B. Misrepresentation C. Traditional competitive bargaining D. Bluffing

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

36. Bribery is an example of which marginally ethical negotiating tactic?

A. Traditional competitive bargaining B. Emotional manipulation C. Misrepresentation D. Inappropriate information gathering

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

37. Faking disappointment is an example of which marginally ethical negotiating tactic?

A. Traditional competitive bargaining B. Emotional manipulation C. Misrepresentation D. Inappropriate information gathering

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

38. Corrupting your opponent's reputation with his or her peers is an example of which marginally ethical negotiating tactic?

A. Traditional competitive bargaining B. Emotional manipulation C. Misrepresentation to opponent's work D. Inappropriate information gathering

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

39. Research has shown that negotiators use which two forms of deception in misrepresenting the common value issue?

A. Misrepresentation by omission and misrepresentation by commission B. Misrepresentation by permission and misrepresentation by omission C. Misrepresentation by admission and misrepresentation by permission D. Misrepresentation by admission and misrepresentation by commission

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

40. Misrepresentation by A. commission B. omission C. remission D. submission

refers to actually lying about the common-value issue.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

41. A negotiator who employs an unethical tactic will experience consequences that may be positive or negative, based on what aspects of the situation?

A. Whether the tactic is effective.

B. How the other person, his or her constituencies, and audiences evaluate the tactic.

C. How the negotiator evaluates the tactic.

D. Whether the tactic is completely or marginally unethical.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

42. Research has found that victims had stronger emotional reactions to deception when: A. they had a distant relationship with the subject.

B. the information at stake was unimportant.

C. lying was seen as an unacceptable type of behaviour for that relationship.

D. the victim had used deceptive tactics as well.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

43. When using the justification that "the tactic was unavoidable," the negotiator is saying that: A. the negotiator was not in full control of his or her actions and hence should not be held responsible.

B. what the negotiator did was really trivial and not very significant.

C. the tactic helped to avoid greater harm.

D. the quality of the tactic should be judged by its consequences.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

44. Research shows that deception in negotiation is more likely in which of the following cases?

A. An organization's ethical standards of behaviour are transparent.

B. A person is concerned more with the future circumstances than what the circumstances are in the present.

C. A negotiator perceives the current situation as a loss frame rather than a gain frame.

D. Incentives are low or non-existent.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

45. Which of the following tactics is the least preferable method of responding to another party's distributive tactics or "dirty tricks"?

A. Ignoring the tactic B. Calling the tactic C. Responding in kind D. Discussing what you see and offer to help them change to more honest behaviours

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.

Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

Short Answer Questions 46. Define ethics.

Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

47. What is an ethical dilemma?

An ethical dilemma refers to the problem created when possible actions or strategies put the potential economic benefits of doing a deal in conflict with social obligations to other involved parties or to the broader community.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

48. Outline the four standards for evaluating strategies and tactics in business and negotiation.

1. Choose a course of action on the basis of results you expect to achieve (e.g., greatest return on investment).

2. Choose a course of action on the basis of your duty to uphold appropriate rules and principles (e.g., the law).

3. Choose a course of action on the basis of the norms, values, and strategy of your organization or community (e.g., the cultural values and norms).

4. Choose a course of action on the basis of your personal convictions (e.g., what your conscience tells me to do).

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

49. Compare and contrast end-result ethics with duty ethics.

With end-result ethics, the approach to ethical reasoning is one in which the rightness of an action is determined by evaluating the pros and cons of its consequences. With duty ethics, the rightness of an action is determined by your obligation to adhere to consistent principles, laws, and social standards that define what is right and wrong and where the line is.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.

Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?

50. How does Carr argue that strategy in business is analogous to strategy in a game of poker?

He advocates that business ought to play its game as poker players do. Because good poker playing often involves concealing information and bluffing or deception, these rules ought to apply to business transactions. If an executive refuses to bluff periodically-if he or she feels obligated to tell the truth, the whole truth, and nothing but the truth all the time-he or she is probably ignoring opportunities permitted under the "rules" of business and is probably at a heavy disadvantage in business dealings.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

51. What is the implication of the dilemma of honesty?

We tell the other party our exact requirements and limits in negotiation, and it is likely that we will never do better than this minimum level.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

52. Considering the categories of marginally ethical negotiating tactics, what is the difference between misrepresentation and misrepresentation to opponent's networks?

Misrepresentation is distorting information or negotiation events in describing them to others, while misrepresentation to opponent's networks is corrupting your opponent's reputation with his peers.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

53. What is the purpose of using ethically ambiguous negotiating tactics?

To increase the negotiator's power in the bargaining environment.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

54. When were negotiators significantly more likely to see the marginally ethical tactics as appropriate?

If they anticipated that the other would be competitive rather than cooperative.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.

Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

55. As a result of employing an unethical tactic, the negotiator will experience positive or negative consequences. What are these consequences based on?

1. Whether the tactic is effective 2. How the other party evaluates the tactic 3. How the negotiator evaluates the tactic

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

56. The use of unethical tactics may provoke what response from the "victim?"

Victims of the use of unethical tactics are likely to seek retaliation and revenge. The victim is unlikely to trust the other party again, may seek revenge from the negotiator in future dealings, and may also generalize this experience to negotiations with others.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

57. What is/are the risks associated with frequent use of the self-serving process?

The more frequently negotiators engage in this self-serving process, the more their judgments about ethical standards and values will become biased, diminishing their ability to see the truth for what it is.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.

Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences

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Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas

58. What actions can a negotiator take to respond to the other party's distributive tactics or "dirty tricks?"

(1) Ask probing questions; (2) force the other party to lie or back off; (3) "call the tactic"; (4) discuss what you see and offer to help them change to more honest behaviours; (5) respond in kind; and, (6) ignore the tactic.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.

Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

59. Some people continue to believe that they can tell by looking into someone's face if that person is inclined to be dishonest or truthful on a regular basis. What could study participants tell by photographs of aging men and women?

Study participants were able to correctly identify the most honest men in the group as they aged, but their assessment of women was largely inaccurate. The researchers concluded that men's faces accurately reflected their tendency toward honesty, but women's faces were not particularly valid indicators of their truthfulness.

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Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

60. Negotiators who are considering the use of deceptive tactics should ask themselves what three questions in order to evaluate the desirability of the tactic?

(1) Will this tactic really enhance my power and achieve my objective? (2) How will the use of these tactics affect the quality of my relationship with the other party in the future? (3) How will the use of these tactics affect my reputation as a negotiator?

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Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?

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Chapter 11 - Multiparty and Team Negotiations

Chapter 11 Multiparty and Team Negotiations

True / False Questions 1. In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement and hostilities.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

2. The differences in multiparty negotiations make them more complex, but easier to manage.

FALSE

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Topic: 11-01 The Nature of Multiparty Negotiations

3. Multiparty negotiations have fewer negotiators at the table.

FALSE

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Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

4. Negotiators in a multiparty negotiation can explicitly engage in coalition-building as a way to marshal support.

TRUE

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Topic: 11-01 The Nature of Multiparty Negotiations

5. Relationships are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

6. Negotiators who are excluded from part of a multiparty negotiation often receive a larger share of the outcome than those who are present for the duration of the negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

7. When considering the roles of coalition partners, adversaries are low in agreement and the negotiator feels they cannot be trusted - efforts to speak to them usually leads to a failure to agree and a failure to develop trust, reinforcing their status.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

8. One role of coalition partners are allies who are parties in agreement with a negotiator's goals and vision and who are also trusted by the negotiator.

TRUE

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Topic: 11-02 Coalitions

9. Formal organizational designations create a coalition, based on the interests of the parties involved.

FALSE

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Topic: 11-02 Coalitions

10. Latent coalitions are interests groups which previously formed, but which are currently inactive.

FALSE

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Topic: 11-02 Coalitions

11. Coalitions focus on internal goals—they form to influence a body or person internal to the coalition.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

12. When considering the roles of coalition partners, fence sitters are parties who will not take a stand on a given issue.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

13. When we hold negative views about the other side, based solely on their affiliations, we are guilty of "snowballing."

FALSE

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Topic: 11-03 Team Negotiation

14. In multiparty negotiations, conflict with the other side will often escalate to more extreme levels in teams.

TRUE

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Topic: 11-03 Team Negotiation

15. Something that can help when conflict escalates is to search for common identity between the disputing parties.

TRUE

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Topic: 11-03 Team Negotiation

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Chapter 11 - Multiparty and Team Negotiations

16. Teams composed of people with diverse backgrounds have the potential to dramatically improve the preparation process.

TRUE

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Topic: 11-03 Team Negotiation

17. Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.

TRUE

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Topic: 11-01 The Nature of Multiparty Negotiations

18. Multiparty negotiations are more complex than two-party negotiations since the process they have to follow is more complicated.

TRUE

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Topic: 11-01 The Nature of Multiparty Negotiations

19. In multiparty negotiations, research shows that parties who discuss multiple issues simultaneously achieved lower quality agreements.

FALSE

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Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

20. Negotiators who have some way to control the number of parties at the table may begin to strategically manipulate this control to achieve their objectives.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

Multiple Choice Questions 21. Multiparty negotiations differ from two-party deliberations in which of the following ways?

A. Multiparty negotiations differ in all of these ways listed here.

B. More issues and more information are introduced than when two parties negotiate.

C. The environment changes from a one-on-one dialogue to small group discussion.

D. The process for multiparty negotiators is more complex than two-party ones.

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Topic: 11-01 The Nature of Multiparty Negotiations

22. Multiparty negotiations differ from two-party deliberations in all of the following ways, except?

A. Multiparty negotiations have fewer negotiators at the table.

B. More issues and more information are introduced than when two parties negotiate.

C. The environment changes from a small-group discussion to a one-on-one dialogue.

D. The process for multiparty negotiators is less complex than two-party negotiations.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

23. One of the most fundamental consequences of increasing the number of parties in a negotiation is that: A. the negotiation situation tends to become less lucid.

B. the negotiation situation tends to become less complex.

C. the negotiation situation tends to become less demanding.

D. there will be fewer values, interests, and perceptions to be integrated or accommodated.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

24. What is the result of procedural complexity in multiparty negotiations?

A. The fewer the number of parties, the more complex the decision- making process becomes.

B. The increased number of negotiators will streamline the decision-making process.

C. Negotiators can ignore the problem of multiple related issues.

D. Negotiators will probably have to devote discussion time to how they will manage the process to arrive at the type of solution or agreement they want.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

25. In multiparty negotiations, research shows that parties who approached multiple issues simultaneously: A. achieved lower quality agreements.

B. increased the likelihood of achieving agreement.

C. exchanged less information.

D. has less insight into the preferences and priorities of the other parties at the table.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

26. One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

A. Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically.

B. Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough.

C. Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation.

D. Negotiators can explicitly engage in coalition-building as a way to marshal support.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

27. A(n) inactive.

A. potential B. expertise C. experiential D. dormant

coalition is an interest group that previously formed but is currently

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

28. When describing the roles of coalition partners, are people with whom a negotiator has conflicting goals and objectives but who can be trusted to be principled and candid in their opposition.

A. opponents B. allies C. bedfellows D. fence sitters

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

29. A coalition is determined by the commitment of its members to: A. meet on a regular basis.

B. collectively focus their action on an intended target.

C. the formal hierarchy of the coalition.

D. maintain regular and accurate communication.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

30. Which of the following lists three of the major types of coalitions?

A. Potential coalitions, operating coalitions, and recurring coalitions B. External coalitions, operating coalitions, and recurring coalitions C. Latent coalitions, internal coalitions, and potential coalitions D. Established coalitions, operating coalitions, and permanent coalitions

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

31. are emergent interest groups that have not yet formed into an operating coalition.

A. Dormant coalitions B. Temporary coalitions C. Established coalitions D. Latent coalitions

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Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

32. Bedfellows are parties with whom a negotiator has: A. high agreement and low trust.

B. low agreement and high trust.

C. low agreement and low trust.

D. high agreement and high trust.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

33. Adversaries can be described as: A. parties who will not take a stand one way or the other on the issue.

B. people with whom negotiator has conflicting goals and objectives, but who can be trusted to be principled and candid in their opposition.

C. parties who a negotiator believes agree with their goals and vision, and whom they trust.

D. negotiators who are low in agreement and low in trust.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

34. A citizen's group successfully opposes a fast-food restaurant from locating in their neighborhood, and discovers they need to gather again a few years later when a massive convenience store seeks a building permit for the same site. This best describes: A. a recurring coalition.

B. a temporary coalition.

C. an operating coalition.

D. a potential coalition.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

35. In most governmental systems there are coalitions of liberals, conservatives, and moderates who are engaged in ongoing debates across a range of issues and involving a large cast of actors and operatives. This best describes: A. an established coalition.

B. a recurring coalition.

C. a latent coalition.

D. a potential coalition.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

36. Within a negotiation team, the person who helps establish norms, supports decisions, and maintains a positive work atmosphere within the team is called the: A. Connector B. Team Builder C. Innovator D. Challenger

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Topic: 11-03 Team Negotiation

37. Within a negotiation team, the member who is responsible for data analysis and documenting the discussion is called the: A. Connector B. Challenger C. Innovator D. Scribe

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Topic: 11-03 Team Negotiation

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Chapter 11 - Multiparty and Team Negotiations

38. A member of the negotiation team who can reduce the likelihood that the team will fail to communicate and establish rapport with the other side is said to have: A. interpersonal expertise.

B. negotiation expertise.

C. authentic expertise.

D. technical expertise.

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Topic: 11-03 Team Negotiation

39. Expertise that relates to the domain of the negotiation is referred to as: A. integrative expertise.

B. distributive expertise.

C. technical expertise.

D. negotiation expertise.

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Topic: 11-03 Team Negotiation

40. A member of the negotiation team who understands negotiation dynamics, such as distributive and integrative bargaining, is said to have: A. personal expertise.

B. negotiation expertise.

C. authentic expertise.

D. technical expertise.

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Topic: 11-03 Team Negotiation

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Chapter 11 - Multiparty and Team Negotiations

41. There are three types of expertise helpful in putting a team together, which of the following is not one of these?

A. Negotiation expertise B. Sales expertise C. Technical expertise D. Interpersonal skills

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Topic: 11-03 Team Negotiation

Short Answer Questions 42. Define "multiparty negotiation."

A negotiation where more than two parties are working together to achieve a collective objective.

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Topic: 11-01 The Nature of Multiparty Negotiations

43. What challenge does the increased number of negotiators in a multiparty negotiation present?

The increased number of negotiating parties creates challenges for managing all of the different perspectives and ensuring that each party has adequate time to speak and be heard.

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Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

44. In what ways do multiparty negotiations differ from two-party deliberations?

Number of parties, informational and computational complexity, social complexity, procedural complexity, and strategic complexity.

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Topic: 11-01 The Nature of Multiparty Negotiations

45. Negotiators able to control the number of parties at the table, or even in the room, may invite additional parties to the negotiations for what reason?

Additional parties may be invited to add support or credence to a negotiator's position, to provide "independent" testimony or support to a point of view, or simply to present a show of force.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

46. Part of the procedural complexity of multiparty negotiations is deciding how to approach multiple issues on the table. Briefly compare groups that addressed issue simultaneously versus groups that discussed issues in a fixed or negotiated sequence.

Parties who discussed multiple issues simultaneously—considered all the issues at once, looking for ways to trade off against another—achieved higher-quality agreements and increased the likelihood of achieving agreement compared with groups that approached the issues sequentially. Groups that approached issues simultaneously also exchanged more information and had greater insight into the preferences and priorities of the other parties at the table.

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Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

47. What is the major fundamental consequence of increasing the number of parties in the negotiation situation?

The situation becomes less lucid, more complex, and more demanding.

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Topic: 11-01 The Nature of Multiparty Negotiations

48. How can members of coalitions exert greater strength in multiparty negotiations?

By expressing solidarity with each other, by agreeing to help each other achieve their common or individual objectives, by dominating discussion time, and by agreeing to support each other as particular solutions and negotiated agreements emerge.

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Topic: 11-01 The Nature of Multiparty Negotiations

49. Summarize the five ways in which the complexity increases as three or more parties simultaneously engage in negotiation.

First, there are simply more parties involved in the negotiation. Second, more parties bring more issues and positions to the table. Third, negotiations become socially more complex.

Fourth, negotiations become procedurally more complex, and the parties may have to negotiate a new process that allows them to coordinate their actions more effectively. Finally, negotiations become more strategically complex, because the parties must monitor the moves and actions of several other parties in determining what each will do next.

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Topic: 11-01 The Nature of Multiparty Negotiations

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Chapter 11 - Multiparty and Team Negotiations

50. What is the major risk for those outside an influential coalition?

Negotiators who are excluded from part of a multiparty negotiation often receive a lesser share of the outcome than those who are present for the duration.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.

Topic: 11-01 The Nature of Multiparty Negotiations

51. What is the simple definition of a coalition?

A coalition is a collection of two or more parties within a larger social setting who work together to pursue mutually desirable goals.

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Topic: 11-02 Coalitions

52. Authentic tactics require parties to do what four things?

Authentic tactics require parties to say no when they mean no, to share as much information as possible, to use language that describes reality, and to avoid repositioning for the sake of acceptance.

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Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

53. Why are potential coalitions of interest to both coalition members and those they oppose?

If one can identify how a particular course of action might lead a supportive or opposing coalition to form (or to invigorate a dormant one), one can select courses of action which might be more or less likely to activate that coalition.

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Topic: 11-02 Coalitions

54. What are recurring coalitions?

Recurring coalitions are coalitions which may have started as temporary but then determine that the issue or problem does not remain resolved; hence, the members need to remobilize themselves every time the presenting issue requires collective attention in the future.

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Topic: 11-02 Coalitions

55. In what five roles can parties view other prospective coalition members?

Allies, opponents, bedfellows, fence sitters and adversaries.

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Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

56. Name and briefly define the two forms of a potential coalition.

The two forms of a potential coalition are latent and dormant. A latent coalition is an emergent interest group that has not yet formed into an operating coalition. A dormant coalition is an interest group that previously formed but is currently inactive.

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Topic: 11-02 Coalitions

57. Define "fence sitters."

Fence sitters are parties who will not take a stand one way or the other on an issue. They refuse to take a position, or fear taking a position either because it could lock them in, be politically dangerous, or expose them to risk.

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Topic: 11-02 Coalitions

58. One of the five possible roles a coalition partner may play is that of a bedfellow. Define and briefly describe a bedfellow.

Bedfellows are parties with whom a negotiator has high agreement on the vision or objectives but low to moderate levels of trust. The low levels of trust arise because either one or both sides don't share information, don't tell the whole truth, play it cagey, and say what they think the other wants to hear rather than the truth. Bedfellows can be created either by the other party's actions or by a negotiator's own actions; if negotiators are less than open and honest with the other party, or think the other party will be less than open and honest in return, trust levels tend to decrease.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.

Topic: 11-02 Coalitions

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Chapter 11 - Multiparty and Team Negotiations

59. Describe what is meant by group polarization in the context of negotiation teams.

Researchers have known for a long time that groups tend take more extreme positions and make more extreme choices than individuals acting alone. Research on group polarization suggests that when things go bad in negotiations, they are likely to be worse in a team.

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Topic: 11-03 Team Negotiation

60. One major challenge for managing your negotiating team is aligning the multiple and often conflicting interests of members within the team. What are three suggestions from the text on how to manage the challenge of aligning your team's interests?

One suggestion for aligning your team's interests is to plot out the possible conflicting interests—allowing team members to work out conflicting interests before meeting with the other side. A second suggestion is to work with the team members' constituents—if the team member represents other parties, it may be necessary to obtain their input directly. A third suggestion for aligning your team's interests is to make data widely available—if data is distrusted, it may need to be collected and managed by a neutral third party.

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Topic: 11-03 Team Negotiation

61. How does stereotyping affect negotiations?

It leads to negotiation behaviours consistent with the impression resulting from a stereotype which may in fact be inconsistent with reality.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 11-03 Explain how to plan for and conduct a team negotiation.

Topic: 11-03 Team Negotiation

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Chapter 11 - Multiparty and Team Negotiations

62. What is meant by the common knowledge effect?

Groups have a strong tendency to discuss information that is shared between group members and spend less time discussing information that is held by only one or a few members.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 11-03 Explain how to plan for and conduct a team negotiation.

Topic: 11-03 Team Negotiation

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Chapter 12 - Managing Difficult Negotiations

Chapter 12 Managing Difficult Negotiations

True / False Questions 1. One goal of negotiators should be to ensure the broader application of integrative negotiating under appropriate circumstances in order to produce better agreements.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

2. Too strict an adherence to a resistance point may deprive a negotiator of creativity and flexibility, which are critical components to the design of an integrative arrangement.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

3. An equitable outcome is an attempt to induce compliance or force concessions from a presumably recalcitrant opponent.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

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Chapter 12 - Managing Difficult Negotiations

4. Conflicts involving ultimatums often fall prey to escalation through severe action-reaction spirals.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

5. One particular type of ultimatum is the is the golden bridge offer, in which one party presents the other with a classic no-win, use-it-or-lose-it dilemma.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

6. An exploding offer does not have a specific time limit or deadline attached to it.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

7. William Ury's "breakthrough approach" operates on the principle of acting intuitively, requiring users to do what they might naturally do in difficult situations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

8. The challenge in the framing stage of the problem is to change the negotiation by proactively reframing the tactics used.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

9. Problems in negotiations can rarely be traced to difficulties in the other party's behavioural style.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

10. Weeks suggests that there are three important elements to the successful management of difficult conversations: clarity, tone, and temperate phrasing.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

11. Delivering ultimatums is one way to ensure an integrative negotiating approach that will often result in better agreements.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

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Chapter 12 - Managing Difficult Negotiations

12. Negotiators should not tell the other party that they are aware of what he or she is doing when they use hard tactics.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

13. The temptation to use hard tactics is inherent in the integrative model of negotiation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

14. Responding in kind as a tactic in hardball negotiations is likely to escalate the conflict.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

15. For the low-power party in any negotiation, their resistance point becomes inconsequential.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

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Chapter 12 - Managing Difficult Negotiations c

16. Low-power parties are often in a position to trigger and advance an integrative process.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

17. Relative power can be a good predictor of how a conflict will evolve.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

18. Sharing power will facilitate the integrative negotiation process and lead to a better agreement.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

19. The pervasive unhappiness resulting from the use of ultimatums will not taint future dealings between the parties.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

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Chapter 12 - Managing Difficult Negotiations

20. The term "farpoint gambit" comes from the name of a manoeuvre on a Star Trek episode.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

21. A tripwire alert system tells the negotiator to exercise special caution and pay increased attention to the negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

22. The approach to deal with difficult negotiators described by Weeks outlines the importance of preparation and management capabilities.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

23. The essence of William Ury's "breakthrough approach" is direct action.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

24. Ury suggests creating a favourable negotiation environment by regaining mental balance and controlling your own behaviour.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

25. The purpose of building a golden bridge is to make it easy for the other party to say yes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

26. Relating to difficult people in negotiation or other highly charged, results-oriented exchanges is a critically important skill.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

27. When emotions run wild, they can be detrimental to the negotiation process, distorting perceptions and diverting attention from the real issues.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

28. Temperate phrasing involves choosing language carefully to deliver a message that will provoke the other side.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

Multiple Choice Questions 29. Negotiators always run the risk of encountering other parties who, for any number of reasons, are difficult negotiators. That difficulty may be intentional or due to: A. inexperience.

B. philosophical differences.

C. inadequate skill.

D. lack of sophistication.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

30. As a party managing a negotiation mismatch, you can respond to tough distributive tactics in the following ways: call them on it, them, respond in kind, or offer to change to more productive methods.

A. repeat B. restrain C. ignore D. advertise

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

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Chapter 12 - Managing Difficult Negotiations

31. As a party managing a negotiation mismatch, you can respond using all of the following, except?

A. Ignore them.

B. Respond in kind.

C. Call them on it.

D. Offer to use distributive methods.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

32. Hard tactics, in the context of negotiation, are generally considered to be: A. integrative tactics.

B. distributive tactics.

C. collaborative tactics.

D. repressed tactics.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

33. A tactic that is ignored is often considered: A. a tactic reserved.

B. a tactic defeated.

C. a tactic converted.

D. a tactic exchanged.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

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Chapter 12 - Managing Difficult Negotiations

34. Responding when the other side has more power, negotiators can utilize all of the following alternatives, except?

A. Correct the power imbalance.

B. Introduce ultimatums.

C. Cultivate their best alternative to a negotiated agreement (BATNA).

D. Formulate a "trip wire alert system."

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

35. Three approaches to correcting a power imbalance include all of the following, except?

A. Low-power parties taking power.

B. Third parties managing the transfer and balance of power.

C. High-power parties giving power.

D. Low-power parties relinquishing power.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

36. Which of the following illustrates a way in which the high-power party can transfer power to the other party?

A. Sharing resources B. Hoarding resources C. Retaining control over the agenda D. Focusing exclusively on the interests of the high-power party

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

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Chapter 12 - Managing Difficult Negotiations

37. Which of the following describes an ultimatum whereby one party presents the other with a classic no-win dilemma?

A. Prisoner's dilemma B. Extortion C. Exploding offer D. Verbal espionage

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

38. Successful negotiation involves the management of .

A. intangibles; tangibles B. tangibles; intangibles C. objectives; absolutes D. intangibles; absolutes

and the resolution of

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

39. All of the following are key factors which fuel the competitive dynamic in negotiations, except?

A. The absence of lawyers B. Rivalry C. Time pressure D. The spotlight

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

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Chapter 12 - Managing Difficult Negotiations

40. In a(n) there is a positive correlation between the goal attainments of both parties.

A. distributive situation B. integrative situation C. non-zero-sum situation D. structured situation

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

41. The five-stage "breakthrough approach" was conceptualized by: A. R. Bramson B. R.S. Adler C. William Ury D. William Weeks

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

42. William Ury's "breakthrough approach" suggests all of the following, except?

A. Creating a favourable negotiation environment by regaining mental balance and controlling one's own behaviour.

B. Helping the other party achieve similar balance and control.

C. Changing the approach from an integrative one to a distributive to one.

D. Achieving closure through firm, even-handed use of negotiating power.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

43. Which of the following of Ury's strategies is prescribed when you are faced with a natural reaction to the other side's competitive behaviour?

A. Go to the balcony B. Step to the side C. Don't reject, reframe D. Build them a golden bridge

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

44. Which of the following of Ury's strategies is appropriate to overcome the other party's skepticism about the benefits of agreement?

A. Go to the balcony B. Step to the side C. Don't reject, reframe D. Build them a golden bridge

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

45. When in the low-power position, it is very important that negotiators: A. bargain without a clear definition of their BATNA. B. cultivate their BATNA. C. propose an ultimatum.

D. sign a collective agreement.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

12-13

Chapter 12 - Managing Difficult Negotiations

46. A(n) is an attempt to induce compliance or force concessions from a presumably stubborn opponent.

A. BATNA B. arbitrator C. ultimatum D. contingency contract

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

47. Negotiators should consider four tactics when dealing with a party with more power: protect themselves, cultivate their , formulate a trip wire alert system, and correct the power imbalance.

A. strategy B. BATNA C. resistance D. power

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-02 Responding When the Other Side Has More Power

48. In Ury's strategy for managing difficult negotiations, he sees five challenges: 1) don't react, 2) disarm them, 3) change the game, 4) make it easy for them to say yes, and 5) .

A. strike back B. reject the offer C. give in D. make it hard to say no

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

49. The strategy of disarmament includes: A. providing some distance from the conflict and from one's own emotions.

B. negotiating directly and openly the rules of the negotiation process.

C. helping the other party think about the consequences of not reaching an agreement.

D. expressing one's own views clearly and considerately.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

50. involves choosing language carefully to deliver a message that will not provoke the other side.

A. Disarmament B. Temperate phrasing C. Hypertensive flexing D. Tonal synchronization

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

Short Answer Questions 51. How can a "pressured" party respond to distributive tactics?

Ignore them; "call" them on it; respond in kind; offer to change to more productive methods.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-01 Describe your options when negotiations appear contentious.

Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics

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Chapter 12 - Managing Difficult Negotiations

52. Outline the components of an exploding offer.

• A clear asymmetry of power between the parties.

• A pressure-inducing test of faith for the receiver.

• A restricted set of options.

• A lack of consideration and respect for the offerer by the respondent.

• An apparent lack of good faith on the offerer's part

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

53. Describe the strategic logic behind the use of an exploding offer as an ultimatum.

The strategic logic of this type of ultimatum often involves an attempt to force a negotiator into a premature agreement, thereby bringing an early end to a negotiation process that might eventually produce a more equitable outcome for the receiver. It might also have the effect of limiting the negotiator's ability to comparison-shop among multiple competing offers or possible BATNAs.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

54. What are the three components of an ultimatum?

(1) A demand; (2) an attempt to create a sense of urgency, such that compliance is required; and (3) a threat of punishment if compliance does not occur.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

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Chapter 12 - Managing Difficult Negotiations

55. Explain the practice of exploding offers at college and university job fairs.

Exploding offers have become popular among some organizations recruiting graduating university students. These organizations may offer competitive, or even slightly better, financial packages to graduates but allow only 24 or 48 hours for students to decide or the offer is withdrawn. Typically, these organizations are very early in the recruiting process and their motive is to lock-in their preferred candidates and prevent them from considering other offers. While many university career centres actively discourage exploding offers, the practice persists.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.

Topic: 12-03 The Special Problem of Handling Ultimatums

56. List the five steps of Ury's "breakthrough approach?"

(1) Don't react—go to the balcony; (2) disarm them—step to their side; (3) change the game—don't reject, reframe; (4) make it easy to say yes—build them a golden bridge; (5) make it hard to say no—bring them to their senses, not their knees.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

57. What are the advantages of Ury's "go to the balcony" approach?

This strategy gives you some distance from the dispute and from your emotions; creates "breathing space," allowing you to cool off so your eventual response can be more reasoned; and creates an opportunity for you to see the situation in context and to remind yourself why you were there in the first place.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

58. The subject of how to deal with difficult people in the workplace has received increasing attention in recent years from several authors who have made several valid points in dealing with this type of person. First, everyone can exhibit difficult behaviours or be difficult to deal with at times; some people, however, are invariably difficult, and their behaviour follows predictable and identifiable patterns. What are the other two points?

Second, what is difficult behaviour to one person may not be difficult for another. Third, difficult people behave the way they do because it achieves results for them.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

59. Having conversations with difficult people is not easy. Describe three ways of preparation in anticipation of dealing with a difficult conversation.

There are at least three things that people can do once they have an awareness of their likely response to an upcoming difficult conversation. First, they can visualize in their mind how the conversation will unfold. Second, the person can practice the upcoming difficult conversation with a neutral party. Finally, the third thing that can be done during preparation is to construct a team that has a wide variety of strengths and weaknesses when dealing with difficult others.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 12 - Managing Difficult Negotiations

60. How does the concept of tone play in the successful management of conversations?

Tone is the nonverbal aspect of the conversation and it includes "intonation, facial expressions, conscious and unconscious body language" (Weeks). It is important to strike a neutral tone when having a stressful conversation, especially if it is about bad news. Taking a gloating or an aggressive tone will not only interfere with the other person's comprehension during a difficult conversation, it will also likely lead to an escalated conversation that is even more difficult. In addition, people are very sensitive to tone, and a negative tone along with bad news will likely increase their motivation for revenge in the future.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.

Topic: 12-04 Responding When the Other Side Is Being Difficult

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Chapter 13 - Best Practices in Negotiations

Chapter 13 Best Practices in Negotiations

True / False Questions 1. While some people may present as though they were born negotiators, the reality is that negotiation is fundamentally a skill involving analysis and communication that everyone can learn.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

2. The better prepared is the negotiator, the more numerous their advantages during the process.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

3. While negotiations do follow broad stages, they also ebb and flow at consistent rates.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

13-1

Chapter 13 - Best Practices in Negotiations

4. Negotiators should choose their strategies and tactics based on whether they are facing a distributive negotiation, an integrative negotiation, or a blend of the two.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

5. Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes for the negotiator in the higher power position.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

6. One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

7. Negotiators without a strong BATNA are more likely to be forced to accept a settlement that is later seen as unsatisfying.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

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Chapter 13 - Best Practices in Negotiations

8. Negotiators have more power in a negotiation when their potential terms of agreement are significantly better than what the other negotiator can obtain with his or her BATNA. TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

9. When the difference between your terms and the other negotiator's BATNA is small, then negotiators have more room to manoeuvre.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

10. The ultimate goal of most negotiations is reaching an agreement.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

11. Strong negotiators are willing to walk away from a negotiation when it becomes apparent that no agreement is better than a poor agreement.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

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Chapter 13 - Best Practices in Negotiations

12. It is important to continue to compare progress in the current negotiation with the target, walkaway, and BATNA. TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

13. In any negotiation situation the BATNA is the most optimal outcome.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

14. Excellent negotiators understand that negotiation embodies a set of paradoxes—seemingly contradictory elements that actually occur together.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

15. Negotiation is static.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

16. All negotiations have a value stage.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

17. In the value stage, parties work together to expand the resources under negotiation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

18. Distributive skills are called for in the value claiming stage.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

19. Integrative skills are called for in the value claiming stage.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

20. Typically, the value claiming stage will precede the value creation stage.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

21. Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

22. In some negotiations, circumstances do change however legitimate one-time, seize-themoment deals never occur.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

23. Little preparation is needed to manage the "strategy versus opportunism" paradox.

FALSE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

24. Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

TRUE

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

25. Negotiators who are completely open and tell the other party everything expose themselves to the risk that the other party will take advantage of them TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

26. Negotiators who believe everything the other party tells them make themselves vulnerable to being taken advantage of by the other party.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

27. Trust can be built by being honest and sharing information with the other side, which hopefully will lead to reciprocal trust and credible disclosure by the other side.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

28. Intangibles frequently affect negotiation in a negative way.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

29. The best way to identify the existence of intangible factors is to try to "see what is not there."

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

30. Negotiators also need to remember that intangible factors influence their own behaviour (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

31. Negotiators can illuminate definitions of fairness that the other party holds and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

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Chapter 13 - Best Practices in Negotiations

32. People tend to view the world in a self-serving manner and define the "rational" thing to do or a "fair" outcome or process in a way that benefit themselves.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

33. Negotiators can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

34. In most situations, one side of the negotiation typically holds the keys to what is absolutely right, rational, or fair.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

35. Negotiators who take the time to pause and reflect on their negotiations will find that they will have trouble remaining sharp and focused for their future negotiations.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.

Topic: 13-10 Continue to Learn from Your Experiences

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Chapter 13 - Best Practices in Negotiations

36. Negotiation is an integral part of daily life and the opportunities to negotiate surround us.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

37. Using integrative tactics in a distributive situation may lead to optimal outcomes.

FALSE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

38. Integrative skills are called for in the value claiming stage and distributive skills are useful in value creation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

39. Negotiators who do not believe anything that the other party tells them will have a very difficult time reaching an agreement.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

40. Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behaviour.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

41. Often negotiators do not learn what intangible factors are influencing the other negotiator unless the other chooses to disclose them.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

42. Strong negotiators are aware of how both tangible and intangible factors influence negotiation, and they weigh both factors when evaluating a negotiation outcome.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

43. Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-07 Explain how to actively manage coalitions.

Topic: 13-07 Actively Manage Coalitions

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Chapter 13 - Best Practices in Negotiations

44. When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-07 Explain how to actively manage coalitions.

Topic: 13-07 Actively Manage Coalitions

45. With a "divide and conquer" strategy, negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-07 Explain how to actively manage coalitions.

Topic: 13-07 Actively Manage Coalitions

46. Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

47. Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

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Chapter 13 - Best Practices in Negotiations

48. Consistency and fairness are two essential ingredients in forming a good reputation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

49. Fairness provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

50. Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

51. Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

TRUE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

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Chapter 13 - Best Practices in Negotiations

52. Negotiator reputation is generally left to chance; negotiators can do very little to shape and enhance their reputation.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

53. For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.

TRUE

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.

Topic: 13-10 Continue to Learn from Your Experiences

54. The best negotiators do not take time to analyze each negotiation after it has concluded.

FALSE

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.

Topic: 13-10 Continue to Learn from Your Experiences

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Chapter 13 - Best Practices in Negotiations

Multiple Choice Questions 55. Negotiation is fundamentally a skill involving analysis and learn.

A. preparation B. cooperation C. communication D. process E. innovation

that everyone can

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

56. At the top of the best practice list for every negotiator is: A. managing coalitions.

B. diagnosing the structure of the negotiation.

C. remembering the intangibles.

D. preparation.

E. protecting your reputation.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

57. Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or: A. a combative negotiation.

B. a group negotiation.

C. a cooperative negotiation.

D. a creative negotiation.

E. a blend of both distributive and integrative negotiation.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

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Chapter 13 - Best Practices in Negotiations

58. Using overly distributive tactics in a fundamentally integrative situation will result in agreements that: A. are suboptimal for both parties.

B. are optimal for both parties.

C. leave integrative potential untapped.

D. lead to an impasse.

E. confuse both parties and result in stalemate.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

59. Negotiators who set their sights too low are: A. more likely to result in stalemate.

B. almost guaranteed to reach an agreement that is suboptimal.

C. end the negotiation in frustration.

D. most likely to achieve an agreement that is optimal.

E. more likely to walk away from the negotiation with no outcome whatsoever.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

60. One of the most important sources of power in a negotiation is: A. the alternatives available to a negotiator if an agreement is not reached.

B. the private conversations that transpire outside of the negotiation room.

C. the ability to use an integrative approach in a distributive situation.

D. the failure of the other party to effectively transition between integrative and distributive phases.

E. the ability to force the low-power party to increase their BATNA.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

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Chapter 13 - Best Practices in Negotiations

61. Negotiators have more power in a negotiation when their potential terms of agreement are: A. suboptimal for the other negotiator.

B. significantly better than what the other negotiator can obtain with his or her BATNA. C. marginally lower than what the other negotiator can obtain with his or her BATNA. D. unrelated to the other negotiator's true BATNA. E. unrelated to the other negotiator's BATNA.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

62. Negotiators need to consciously work to: A. lower their BATNA so as to achieve a deal.

B. improve their BATNA so as to improve the deal.

C. make their BATNA negative.

D. reduce their BATNA to avoid aggressive tactics from the other side.

E. increase their BATNA to challenge more aggressive tactics from the other side.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

63. The goal of most negotiations is achieving which of the following?

A. A final settlement B. A valued outcome C. An agreement per se D. A value claiming goal E. A value creating goal

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

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Chapter 13 - Best Practices in Negotiations

64. Excellent negotiators understand that negotiation embodies a set of: A. values.

B. alternatives.

C. paradoxes.

D. BATNAs. E. principles.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

65. Research suggests that too much knowledge about the other party's needs can lead to a: A. quick and positive outcome.

B. dilemma of honesty.

C. negative effect on your reputation.

D. groundwork for agreement.

E. suboptimal negotiation outcome.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

66. All negotiations have a value what.

A. creating B. claiming C. coordinating D. collaborating E. comparison

stage, where parties decide who gets how much of

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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Chapter 13 - Best Practices in Negotiations

67. skills are called for in the value claiming stage.

A. Both integrative and distributive B. Integrative C. Distributive D. Paradox E. Balancing

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

68. skills are useful in value creation.

A. Both integrative and distributive B. Integrative C. Distributive D. Paradox E. Balancing

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

69. Typically, the value A. integration; distribution B. creation; claiming C. claiming; creation D. paradox; balancing E. creation; balancing

stage will precede the value

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

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stage

Chapter 13 - Best Practices in Negotiations

70. Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices?

A. Remember the intangibles B. Actively manage coalitions C. Savour and protect your reputation D. Remember that rationality and fairness is relative E. Master the key paradoxes

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

71. Negotiators need to be reminded that certain factors influence their own behaviour. What are those factors?

A. Strengths B. Tangibles C. Weaknesses D. Intangibles E. Negotiables

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

72. Intangibles frequently affect negotiation in a: A. positive way.

B. superficial way.

C. ambiguous way.

D. negative way.

E. resentful way.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

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Chapter 13 - Best Practices in Negotiations

73. Winning, avoiding loss, looking tough or strong to others, not looking weak, or being fair are examples of: A. tangibles.

B. intangibles.

C. distributive tactics.

D. integrative tactics.

E. BATNAs.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

74. At the root of many intangibles are: A. hidden agendas.

B. strong emotions and/or values.

C. aggressive behaviours.

D. expectations.

E. suppositions.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

75. In which of the following strategies do negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition?

A. Reveal and React B. Inform and Consent C. Disclose and Deny D. Divide and Conquer E. Disclose and Remit

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-07 Explain how to actively manage coalitions.

Topic: 13-07 Actively Manage Coalitions

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Chapter 13 - Best Practices in Negotiations

76. provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

A. Fairness B. Assertiveness C. Consistency D. Attitude E. Principles

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

77. sends the message that you are principled and reasonable.

A. Fairness B. Assertiveness C. Consistency D. Attitude E. Principles

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

78. Research on negotiator perception and cognition indicates which of the following is accurate?

A. People define a "fair" outcome or process in a way that benefits others.

B. People tend to view the world in a self-serving manner.

C. People tend to view the world in an others-serving manner.

D. People are largely irrational decision makers.

E. Few people are truly altruistic.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

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Chapter 13 - Best Practices in Negotiations

79. The best negotiators: A. always win.

B. always use integrative tactics.

C. continue to learn from the experience.

D. never use integrative tactics.

E. never use distributive tactics.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.

Topic: 13-10 Continue to Learn from Your Experiences

Short Answer Questions 80. Why is preparation so important for negotiators?

Negotiators who are better prepared have numerous advantages, including the ability to analyze the other party's offers more effectively and efficiently, to understand the nuances of the concession-making process, and to achieve their negotiation goals.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.

Topic: 13-01 Be Prepared

81. Why is the BATNA an important source of power in a negotiation?

The best alternative to a negotiated agreement (BATNA) is especially important because this is the option that likely will be chosen should an agreement not be reached.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

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Chapter 13 - Best Practices in Negotiations

82. How might the use of overly distributive tactics in a fundamentally integrative situation affect the outcome?

Using overly distributive tactics in a fundamentally integrative situation will almost certainly result in reaching agreements that leave integrative potential untapped because negotiators tend not to share readily the information needed to succeed in integrative negotiations in response to distributive tactics.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

83. Why is it important to understand that many negotiations will consist of a blend of integrative and distributive elements and that there will be distributive and integrative phases to these negotiations?

This is important, especially when it comes to transitioning between these phases within the broader negotiation because missteps in these transitions can confuse the other party and lead to impasse.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.

Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation

84. What often happens to negotiators without a strong BATNA? A negotiator without a strong BATNA may find it difficult to achieve a good agreement because the other party may try to push them aggressively, and hence be forced to accept a settlement that is later seen as unsatisfying.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-03 Identify and explain how to work the BATNA. Topic: 13-03 Identify and Work the BATNA

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Chapter 13 - Best Practices in Negotiations

85. Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?

This is a challenging paradox for negotiators to manage because new "opportunities" may in fact be Trojan horses harbouring unpleasant surprises. On the other hand, circumstances do change and legitimate one-time, seize-the-moment deals do occur. The challenge for negotiators is to distinguish phantom opportunities from real ones.

Accessibility: Keyboard Navigation Difficulty: Hard Learning Objective: 13-05 Recognize the key paradoxes of negotiation.

Topic: 13-05 Master the Key Paradoxes of Negotiation

86. Why is communicating with a coalition critical?

Because when negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-07 Explain how to actively manage coalitions.

Topic: 13-07 Actively Manage Coalitions

87. Why is it said that reputations are like eggs?

Reputations are like eggs—fragile, important to build, easy to break, and very hard to rebuild once broken.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

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Chapter 13 - Best Practices in Negotiations

88. Give examples of intangibles in negotiation.

Intangibles in negotiation include winning, avoiding loss, looking tough or strong to others, not looking weak, being fair, and so on.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

89. When is walking away from a negotiation the best choice?

The goal of most negotiations is achieving a valued outcome, not reaching an agreement per se. Strong negotiators remember this and are willing to walk away from a negotiation when no agreement is better than a poor agreement.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-04 Describe when you should be willing to walk away.

Topic: 13-04 Be Willing to Walk Away

90. The best way to identify the existence of intangible factors effecting a negotiation is to try to "see what is not there." Explain what this means.

In other words, if a careful preparation and analysis of the situation reveals no tangible explanation for the other negotiator's behaviour—adamant advocacy of a certain point, refusal to yield another one, or behaviour that just doesn't "make sense"—then it is time to start looking for the intangibles driving his behaviour.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-06 Explain why the intangibles matter in negotiations.

Topic: 13-06 Remember the Intangibles

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Chapter 13 - Best Practices in Negotiations

91. What can negotiators do to shape and enhance with reputations?

Negotiators can work to shape and enhance their reputation by acting in a consistent and fair manner. Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation. Fairness sends the message that you are principled and reasonable. Strong negotiators also periodically seek feedback from others about the way they are perceived and use that information to strengthen their credibility and trustworthiness in the marketplace.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-08 Describe how to and why you should protect your reputation.

Topic: 13-08 Savour and Protect Your Reputation

92. What are the three things that negotiators can do to manage the perceptions of fairness and rationality proactively?

First, they can question their own perceptions of fairness and ground them in clear principles.

Second, they can find external benchmarks and examples that suggest fair outcomes. Finally, negotiators can illuminate definitions of fairness that the other party holds and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Accessibility: Keyboard Navigation Difficulty: Medium Learning Objective: 13-09 Express why rationality and fairness are relative.

Topic: 13-09 Remember That Rationality and Fairness Are Relative

93. How is a negotiator like an athlete?

Because even the best athletes—in almost any sport—have one or more coaches on their staff, and stop to "take a lesson." Negotiators are encouraged to do the same.

Accessibility: Keyboard Navigation Difficulty: Easy Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.

Topic: 13-10 Continue to Learn from Your Experiences

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