Test Bank for Essentials Of Negotiation 4CE by Roy Lewicki,Kevin Tasa,Bruce Barry & David Saunder

TEST BANK

TEST BANK

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TEST BANK

2023

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COMPLETE Elaborated Test Bank for Essentials Of Negotiation 4th Canadian Edition Roy Lewicki Kevin Tasa Bruce Barry David Saunders

2023

Prof.Exams

Essentials Of Negotiation 4th Canadian Edition by Roy Lewicki, Kevin Tasa, Bruce Barry & David Saunders ISBN-10 1260065871 ISBN-13 978-1260065879

Test Bank for Essentials Of Negotiation 4th Canadian Edition by Roy Lewicki, Kevin Tasa, Bruce Barry & David Saunders

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TABLE OF CONTENTS

Chapter 1: The Nature of Negotiation Chapter 2: Strategy and Tactics of Distributive Bargaining Chapter 3: Strategy and Tactics of Integrative Negotiation Chapter 4: Negotiation: Planning and Strategy Chapter 5: Individual Differences: Know Yourself and Your Counterpart Chapter 6: Perception, Cognition, and Emotion Chapter 7: Communication Process and Outcomes Chapter 8: Negotiation Power and Persuasion Chapter 9: The Dynamics of Disputes and Third-Party Help Chapter 10: Confronting the Dark Side: Deception and Ethical Dilemmas Chapter 11: Multiparty, Coalitions, and Team Negotiations Chapter 12: Managing Difficult Negotiations Chapter 13: Best Practices in Negotiations

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12) The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one’s own moves and the others’ responses. ⊚ ⊚

true false

13) Concessions restrict the range of solution agreement options, but concessions broaden the bargaining range of the negotiations. ⊚ ⊚

true false

14) Non-zero-sum situations are ones where many people can achieve their goals and objectives. ⊚ ⊚

true false

15) When deciding how to use concessions, negotiators may face the dilemma of honesty – how much they should believe what the other party tells them. ⊚ ⊚

16)

true false

Differences in time preferences have the potential to create value in a negotiation. ⊚ ⊚

true false

17) When two negotiating parties are working toward the same goal and generally want the same outcome, there is no chance for conflict. ⊚ ⊚

18)

true false

Intragroup conflict occurs between groups. ⊚ ⊚

true false

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19)

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Negotiation is a strategy for productively managing conflict. ⊚ ⊚

true false

20) The dual concerns model has two dimensions: the vertical dimension is often referred to as the cooperativeness dimension, and the horizontal dimension as the assertiveness dimension. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

21) According to the text, which of the following is not a reason negotiation occurs?

A) B) C) D)

22)

to create something new that neither party could do on their own to resolve a problem or dispute between parties to agree on how to share or divide a limited resource, such as land, or money, or time to agree on a price and end the haggling over a used car

To most people, the terms “bargaining” and “negotiation” are

A) B) C) D)

mutually exclusive. interchangeable. not related. interdependent.

23) A situation in which both parties are trying to find a mutually acceptable solution to a complex conflict is known as which of the following?

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A) B) C) D)

24)

include the price or terms of agreement. are psychological motivations that influence the negotiations. include the need to look good in negotiations. cannot be measured in quantifiable terms.

Which of the following is not an intangible factor in a negotiation?

A) B) C) D)

27)

conflict between parties two or more parties involved an established set of rules a voluntary process

Tangible factors

A) B) C) D)

26)

mutual gains win-lose zero-sum win-win

Which is not a characteristic of all negotiation situations?

A) B) C) D)

25)

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

the need to look good final agreed upon price on a contract the need to appear “fair” or “honorable” to maintain a good relationship

Interdependent parties’ relationships are characterized by

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A) B) C) D)

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interlocking goals. solitary decision making. established procedures. rigid structures.

28) A zero-sum situation is also known by another name. Which of the following terms means the same as “zero sum”?

A) B) C) D)

29)

BATNA stands for

A) B) C) D)

30)

best alternative to a negotiated agreement. best assignment to a negotiated agreement. best alternative to a negative agreement. best alternative to a negative assignment.

What are the two dilemmas of negotiation?

A) B) C) D)

31)

integrative distributive win-lose mutual adjustment

the dilemma of cost and the dilemma of profit margin the dilemma of honesty and the dilemma of profit margin the dilemma of trust and the dilemma of cost the dilemma of honesty and the dilemma of trust

Which of the following statements is not true of concessions?

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A) proposal.

B) C) D)

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A concession happens when one party suggests alterations to the other party’s Concessions restrict the range of solution options.

When a party makes a concession, the bargaining range is constrained.

A concession happens when one party agrees to make change in their own position.

32) Which of the following situations would be appropriate for a value claiming strategy or tactic?

A) B) C) D)

a mutual gains situation an integrative situation a distributive situation a situation in which many people can achieve their goals and objectives

33) Which of the following situation would be appropriate for a value creating tactic or strategy?

A) B) C) D)

a distributive situation a non-zero-sum situation a situation in which there can be only one winner a zero-sum situation

34) One of the four levels of conflict is intragroup conflict. Which of the following descriptions fit intragroup conflict?

A) These conflicts occur within an individual.

B) These conflicts occur between organizations, ethnic groups, warring nations, or feuding families.

C) These conflicts occur among team and work group members and within families, classes, living units, and tribes.

D) These conflicts occur between co-workers, spouses, siblings, roommates, or neighbors.

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35)

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Which of the following contribute to conflict’s destructive image?

A) B) C) D)

increased communication misperception and bias clarifying issues minimized differences; magnified similarities

36) Conflicts with which of the following characteristics should be considered “easy to resolve” or be settled quickly? ’’

A) B) C) D)

situations involving matters of “principle,” such as values or ethics situations with disorganized, or weak leadership situations involving large or big consequences situations involving long-term relationships with expected future interaction

37) An individual who strongly pursues their own outcomes and shows little concern for whether the other party obtains their desired outcomes is using which of the following strategies?

A) B) C) D)

38)

yielding compromising contending problem solving

Negotiators pursuing the yielding strategy

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A) show little interest or concern in whether they attain their own outcomes but are quite interested in whether the other party attains his or her outcomes.

B) pursue their own outcome strongly and shows little concern for whether the other party obtains his or her desired outcome.

C) shows little interest or concern in whether they attain their own outcomes and does not show much concern about whether the other party obtains his or her outcomes.

D) show high concern for attaining their own outcomes and high concern for whether the other attains his or her outcomes.

39) Parties pursuing which strategy show little interest or concern in whether they attain their own outcomes, and do not show much concern about whether the other party obtains his or her outcomes?

A) B) C) D)

contending compromising yielding inaction

40) Which of the following situations would the integrating style of conflict management be inappropriate?

A) B) C) D)

when issues are complex when you believe you may be wrong when one party alone cannot solve the problem when an immediate decision is required

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

41) The term refers to win-win situations such as those that occur when parties are trying to find a mutually acceptable solution to a complex conflict.

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42) The term is used to describe the competitive, win-lose situations such as haggling over price that happens at a yard sale, flea market, or used car lot.

43) The relationship between people and groups that most often leads them to need to negotiate is called .

44) The need to maintain a good relationship with the other party after the negotiation is over, primarily by maintaining trust and reducing uncertainty is an example of a(n) factor in the negotiation process.

45) Successful negotiation involves the management of of agreement) and also the resolution of .

(e.g., the price or the terms

46) parties must rely on others for what they need; because they need the help, benevolence, or cooperation of the other, the dependent party must accept and accommodate to that provider’s whims and idiosyncrasies.

47) Interlocking goals characterize parties – the parties need each other in order to accomplish their objectives and each has the potential to influence the other party.

48) When the goals of two or more people are interconnected in a competitive situation where there will be only one winner, there is a correlation between their goal attainments.

49) When parties’ goals are linked so that one person’s goal achievement helps others to achieve their goals, there is a correlation between the goal attainments of both parties.

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50) Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available alternative. The acronym for this alternative is .

51) Negotiation is a process that transforms over time, and key causes of the changes that occur during a negotiation.

adjustment is one of the

52) Negotiations often begin with statements of opening most preferred settlement proposal.

where each party states its

53)

When one party accepts a change in his or her position, a

has been made.

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

55) When negotiators employ win-lose strategies and tactics in a zero-sum situation, this approach to negation is called bargaining.

56) In non-zero-sum, or mutual gains situations, negotiators should employ win-win strategies and tactics. This approach to negotiation is called negotiation.

57) conflict affects the ability of the group to make decisions, work productively, resolve its differences, and continue to achieve its goals effectively.

58)

Most people initially believe that

is always bad or dysfunctional.

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59) The two-dimensional framework called the conflict have two independent types of concern.

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model postulates that people in

60) Threats, punishment, intimidation, and unilateral action are consistent with a strategy for conflict management.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

61) What are the three reasons negotiations occur?

62) Is the give-and-take process used to reach an agreement the “heart of the negotiation” as most people assume?

63)

Is negotiation a voluntary decision, or are we required to negotiate?

64)

Briefly define tangible and intangible factors in negotiation.

65)

What are the three ways that characterize most relationships between parties? “”

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66)

Define a “zero-sum” situation.

67)

Describe a “mutual gains” situation.

68)

What is BATNA an acronym for?

69)

What role do concessions play when a proposal isn’t readily accepted?

70)

What are concessions in the negotiation process?

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

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72) Why should negotiators be versatile in their comfort and use of both value claiming and value creating strategic approaches?

73)

Define synergy.

74)

List the commonly identified four levels of conflict.

75)

Explain how conflict is a potential consequence of interdependent relationships.

76) How does decreased communication contribute as one of the destructive images of conflict in a negotiation?

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77) Conflict also has productive aspects and one of those is that conflict encourages psychological development. Elaborate.

78) The Dual Concerns Model is a two-dimensional framework that postulates that people in conflict have two independent types of concern. What are those two types of concerns?

79) Describe where on the dual concerns model you would find the “yielding” strategy and briefly describe the yielding strategy.

80) List the five major strategies for conflict management (as identified in the Dual Concerns model).

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Answer Key Test name: Chap 01_7e 1) FALSE 2) FALSE 3) TRUE 4) TRUE 5) TRUE 6) FALSE 7) FALSE 8) FALSE 9) TRUE 10) TRUE 11) TRUE 12) TRUE 13) FALSE 14) TRUE 15) FALSE 16) TRUE 17) FALSE 18) FALSE 19) TRUE 20) TRUE 21) D 22) B 23) D 24) C 25) A 26) B

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

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27) A 28) B 29) A 30) D 31) A 32) C 33) B 34) C 35) B 36) D 37) C 38) A 39) D 40) D 41) [negotiate, negotiating, negotiation] 42) bargaining 43) interdependence 44) intangible 45) [tangibles, intangibles] 46) Dependent 47) interdependent 48) negative 49) positive 50) BATNA 51) mutual 52) [positions, position] 53) concession 54) trust 55) distributive 56) integrative

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

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57) Intragroup 58) conflict 59) dual concerns 60) [contending, competing, dominating] 61) Negotiations occur: (1) to agree on how to share or divide a limited resource, such as land, or 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.

62) While that give-and-take process is extremely important, negotiation is a very complex social process; many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur before the parties start to negotiate, or shape the context around the negotiation.

63) Parties negotiate by choice. People negotiate because they think 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. It is a strategy pursued by choice; seldom are we required to negotiate.

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

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

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66) 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—this is a competitive situation, also known as a zero-sum or distributive situation. Individuals are so linked together that there is a negative correlation between their goal attainments.

67) 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.

68) Best Alternative to a Negotiated Agreement.

69) 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’s rejoinder usually suggests alterations to the other party’s proposal, and perhaps also contains changes to 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.

70) A concession has been made when one party agrees to make a change in his or her position. Concessions restrict the range of options within which a solution or agreement will be reached.

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71) 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.

72) 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/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation.

73) “The whole is greater than the sum of its parts.”

74) The four levels of conflict are: (1) intrapersonal or intrapsychic conflict, (2) interpersonal conflict, (3) intragroup conflict, and (4) intergroup conflict.

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75) 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. In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively.

76) Productive communication declines with conflict. Parties communicate less with those who disagree with them, and more with those who agree. The communication that does occur is often an attempt to defeat, demean, or debunk the other’s view or to strengthen one’s own prior arguments.

77) Conflict helps people become more accurate and realistic in their self-appraisals. Through conflict, persons take others’ perspectives and become less egocentric. Conflict helps persons to believe that they are powerful and capable of controlling their own lives. They do not simply need to endure hostility and frustration but can act to improve their lives.

78) Concern about their own outcomes (shown on the horizontal dimension of the figure) and concern about the other’s outcomes (shown on the vertical dimension of the figure).

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79) Yielding (also called accommodating or obliging) is the strategy in the upper left-hand corner. Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or her outcomes. Yielding involves lowering one’s own aspirations to “let the other win” and gain what he or she wants. Yielding may seem like a strange strategy to some, but it has its definite advantages in some situations.

80) Contending, Yielding, Inaction, Problem Solving, and Compromising.

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CHAPTER 2 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) A distributive bargaining situation is also called competitive or win-win bargaining. ⊚ ⊚

true false

2) Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the value obtained in a single deal, when the relationship with the other party is not important, and when they are at the claiming-value stage of negotiations. ⊚ ⊚

true false

3) The resistance point is the point at which a negotiator would like to conclude negotiations. ⊚ ⊚

true false

4) Both parties to a negotiation should establish their starting, target and resistance point before beginning negotiation. ⊚ ⊚

true false

5) The spread between the resistance points, called the bargaining range, settlement range, or zone of potential agreement, is particularly important. ⊚ ⊚

true false

6) A negative bargaining range occurs when the buyer’s resistance point is above the seller’s.

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⊚ ⊚

7)

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true false

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

true false

8) Alternatives are important because they give negotiators the power to walk away from any negotiation when the emerging deal is not very good. ⊚ ⊚

true false

9) The more you can do to convince the other party that delaying or ending negotiations will be costly, the more likely he or she will be to establish a modest resistance point. ⊚ ⊚

true false

10) When managing the other party’s impressions of your target, resistance points, and cost of terminating negotiations, direct action is important at the beginning of negotiations and screening activities are more useful later on. ⊚ ⊚

true false

11) When negotiating through a representative during group negotiations, an approach called “calculated incompetence” means the negotiator is intentionally given false or misleading information to reveal to the other party. ⊚ ⊚

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12) 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 favorable to the presenter than those that currently exist. ⊚ ⊚

true false

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

true false

14) Parties feel better about a settlement when negotiations involve a progression of concessions. ⊚ ⊚

true false

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

16)

true false

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

true false

17) It is important to signal to the other party with both actions and words that the concessions are almost over. ⊚ ⊚

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18) One way negotiators may convey the message that “this is the last offer” is by making the last concession more substantial. ⊚ ⊚

true false

19) Negotiators only have one tactic available when they are ready to close the deal, and that is to assume the close. ⊚ ⊚

true false

20) Splitting the difference, exploding offers and sweeteners are tactics negotiators use during opening offers. ⊚ ⊚

true false

21) An exploding offer contains an extremely tight deadline in order to pressure the other party to agree quickly and is an extreme version of manipulating negotiating schedules. ⊚ ⊚

true false

22) Using the nibble as a hardball tactic means pretending a low-priority item is important in order to trade it for a concession on another item. ⊚ ⊚

true false

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

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24) The best response to the chicken tactic is to challenge the other party by responding with one’s own chicken tactic, thereby calling the other’s bluff. ⊚ ⊚

true false

25) When faced with another party’s aggressive behavior hardball tactics, an excellent response is to halt the negotiations in order to discuss the negotiation process itself. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

26) Distributive bargaining strategies

A) B) C) D)

27)

The target point is the

A) B) C) D)

28)

are the most efficient negotiating strategies to use. are used in all interdependent relationships. are useful in maintaining long term relationships. can cause negotiators to ignore what the parties have in common.

point at which a negotiator would like to conclude negotiations. negotiator’s bottom line. first offer a negotiator quotes to his opponent. initial price set by the seller.

Starting points

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A) B) C) D)

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are usually contained in the opening statements each negotiator makes. are usually learned or inferred as negotiations get under way. are not known to the other party. are given up as concessions are made.

29) Which of the following terms does not describe the spread between both parties’ resistance points?

A) B) C) D)

30)

In the distributive bargaining situation, the resistance point is

A) B) C) D)

31)

lowball/highball bargaining range zone of potential agreement settlement range

an initial price set by the seller. a negotiator’s bottom line. a target point set by the buyer. a negotiator’s optimal goal.

When attempting to weaken the other party’s resistance point, a negotiator may try to

A) B) C) D)

reduce the other party’s estimate of their own cost of delay or impasse. increase the other party’s perception of the value of an issue. reduce the other party’s perception that you value an asset. reduce the other party’s estimate of your cost of delay or impasse.

32) Negotiators can take direct action to present facts that will directly enhance their position or make it appear stronger to the other party. Which of the following is not an example of a direct action to alter the other party’s impressions?’

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A) B) C) D)

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justifying your position and desired outcome displaying an emotional reaction picketing selective presentation

33) All of the following tactics are ways to manipulate the cost of delay in negotiations, except

A) B) C) D)

insert spies into the camp of the other party. manipulate the scheduling of negotiations. form an alliance with outsiders. plan disruptive action.

34) Negotiators need to screen information about their own positions and represent those positions as they would like the other to believe. Which of the following statements is not true of screening activities?

A) Screening activities are more important at the end of negotiation.

B) The simplest way to screen a position is to say and do as little as possible.

C) During team negotiations, channeling all communication through a team spokesperson is an effective screening technique.

D) In group negotiations, a useful screening approach is calculated incompetence.

35)

Which of the following statements concerning positions taken during negotiation is true?

A) Party positions typically do not change during negotiation.

B) Content characteristics involve how much the issues and options of different issues are worth to a negotiator.

C) Research suggests that making the first offer in a negotiation is advantageous to the negotiator making the offer.

D) The main decision a negotiator must make about the opening offer is what attitude to adopt during the negotiations.

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36)

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The initial bargaining range is defined by

A) B) C) D)

the opening stance and the initial concession. the initial round of concessions. the bargaining mix and the opening stance. the opening offer and the counteroffer.

37) Which of the following options are not an element that parties use at the beginning of a negotiation to communicate how they intend to negotiate?

A) B) C) D)

38)

split the difference opening offers initial concessions opening stances

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 concede to the other party’s target point.

39)

Parties feel better about a settlement when negotiations involve a(n)

A) B) C) D)

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immediate settlement. single round of concessions. progression of concessions. fait accompli.

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40)

What statement about the role of concessions is false?

A) B) C) D)

41)

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Concessions are central to negotiations.

Concessions is another word for adjustments in position.

Concession making exposes the concession maker to some risk.

Reciprocating concessions is a haphazard process.

Which of the following statements concerning concession making is not true?

A) Negotiators with little concern for the other party make more concessions during negotiation.

B) A reciprocal concession cannot be haphazard.

C) To make additional concessions when none has been received can imply weakness.

D) Negotiators sometimes link their concessions to a prior concession made by the other.

42)

When successive concessions get smaller, the most obvious message is that

A) B) C) D)

43)

One way negotiators may convey the message that an offer is the last one is to

A) B) C) D)

44)

the negotiator is reaching the fatigue point. the resistance point is being approached. the concession maker’s position is weakening. the negotiator has passed the resistance point.

make the final concession more substantial. stay silent, hoping the other party will offer more concessions. offer an ultimatum. reveal their BATNA.

Which of the following options is not a tactic negotiators use when closing a deal?

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A) B) C) D)

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snow job assume the close exploding offer sweeteners

45) This closing tactic contains an extremely tight deadline in order to pressure the other party to agree quickly and is an extreme version of manipulating negotiating schedules.

A) B) C) D)

46)

Hardball tactics are designed to

A) B) C) D)

47)

exploding offers assume the close sweeteners split the difference

be used primarily against powerful negotiators. clarify the user’s adherence to a distributive bargaining approach. pressure targeted parties to do things they would not otherwise do. eliminate risk for the person using the tactic.

Which of the following statements about hardball tactics is not true?

A) B) C) D)

Hardball tactics are easy to enact, any negotiator can use them.

Hardball tactics can backfire.

Many people find hardball tactics offensive.

Hardball tactics work best against poorly prepared negotiators.

48) This hardball tactic has many weaknesses, including its transparency. Negotiators can counter and deflate the tactic by openly stating what the negotiators are doing. Which hardball tactic does this describe?

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the bogey good cop/bad cop chicken the snow job

49) This hardball tactic occurs when negotiators overwhelm the other party with so much information that they have trouble determining which facts are real or important and which are included merely as distractions.

A) B) C) D)

the bogey the snow job the nibble intimidation

50) Negotiators using this hardball tactic pretend an issue of little or no importance to them is quite important.

A) B) C) D)

the bogey the nibble chicken the snow job

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

51) When resources are fixed and limited, and both parties want to maximize their share, the parties are in a bargaining situation.

52) Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the strategies and they employ.

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

54)

The spread between the resistance points is called the

55) A seller’s.

range.

bargaining range occurs when the buyer’s resistance point is above the

56) When the seller’s resistance point is above the buyer’s, and the buyer won’t pay more than the seller will minimally accept—there is a bargaining range.

57)

The

price is the initial price set by the seller.

58) Central to planning the strategy and tactics for distributive bargaining is effectively locating the other party’s point and the relationship to your own.

59) When Party A was obtaining information about Party B’s target and resistance points, Party A determined what information Party B likely used to set their points and then determined how Party B interpreted the information. This is an example of a(n) assessment.’

60) With the incompetence approach, the negotiating agent does not have all the necessary information, making it impossible to leak information.

61) Negotiators may enhance their position by using the revealing only the facts necessary to support their case.

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62) One of the three ways to manipulate the costs of delay in negotiation is to plan action, such as public picketing.

63) Negotiators need to be sensitive to two factors when creating offers: the first is value characteristics, and the second is characteristics.

64) the

How much the issues and options of different issues are worth to a negotiator are part of characteristics.

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

66) An opening offer is usually met with a bargaining range.

67)

, and both of these define the initial

are central to negotiation—without them, in fact, negotiations would not exist.

68) The of concessions a negotiator makes contains valuable information, but it is not always easy to interpret.

69) Research suggests that may even backfire.

tactics may have no effect on negotiation outcomes and

70) Negotiators using the hardball tactic pretend that an issue of little or no importance to them is quite important, and then later trade the same issue for a major concession.

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71) Negotiators using the hardball tactic ask for a proportionally small concession on an item that has not been discussed previously in order to close the deal.

72) Out of all the hardball tactics, the defend against.

tactic is very difficult for a negotiator to

73) Tactics such as emotional ploys, increasing the appearance of legitimacy, and guilt are all forms of a hardball tactic called tactics.

74) When faced with another party’s behavior tactics, an excellent response is to halt the negotiations in order to discuss the negotiation process itself.

75) The job hardball tactic occurs when negotiators overwhelm the other party with so much information that they have trouble determining which facts are real or important and which are included merely as distractions.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

76) What are the basic elements of a distributive bargaining situation?

77)

List situations when distributive bargaining strategies and tactics are useful.

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78)

When does a negative bargaining range occur?

79)

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

80) What can happen when one or both parties do not think they got the best agreement possible, or who believe that they lost something in the deal?

81)

What does the acronym BATNA stand for?

82)

What are the four major ways to weaken the other’s resistance point?

83) What are the four important tactical tasks concerning targets, resistance points, and the costs of terminating negotiations for a negotiator in a distributive bargaining situation to consider?

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84) When assessing the other party’s target, resistance point, and costs of terminating negotiations, what two general routes can the negotiator pursue?

85) Negotiators need to screen information about their positions and represent the positions as they would like the other to believe. What is the simplest way to screen a position?

86)

Define the calculated incompetence approach.

87)

Define selective presentation.

88)

What is WATNA an acronym for?

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89)

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

90) Briefly explain the difference between content characteristics and value characteristics as they pertain to creating offers in negotiations.

91)

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

92) What characteristics of original offer, opening stance and initial concessions signal a position of firmness?

93)

Briefly explain the importance of concessions to negotiation.

94) What is the disadvantage of letting the absence of further concessions convey the message of the final offer?

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95) There are several tactics available when closing a deal. What are the five tactics for closing a deal discussed in the text?

96)

Briefly describe the elements of an exploding offer.

97)

Briefly describe the bogey hardball tactic.

98) What are the four main options that negotiators have for responding to typical hardball tactics?

99) Briefly define the hardball tactic of chicken. What is the main weakness of the chicken tactic?

100) Briefly define the nibble hardball tactic. What are the two good ways to combat the nibble?

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Answer Key Test name: Chap 02_7e 1) FALSE 2) TRUE 3) FALSE 4) TRUE 5) TRUE 6) FALSE 7) FALSE 8) TRUE 9) TRUE 10) FALSE 11) FALSE 12) TRUE 13) FALSE 14) TRUE 15) TRUE 16) TRUE 17) TRUE 18) TRUE 19) FALSE 20) FALSE 21) TRUE 22) FALSE 23) TRUE 24) FALSE 25) TRUE 26) D Version 1

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27) A 28) A 29) A 30) B 31) D 32) C 33) A 34) A 35) C 36) D 37) A 38) B 39) C 40) D 41) A 42) B 43) A 44) A 45) A 46) C 47) A 48) B 49) B 50) A 51) [distributive, competitive, win-lose] 52) tactics 53) resistance 54) [bargaining, settlement] 55) positive 56) negative Version 1

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57) asking 58) resistance 59) indirect 60) calculated 61) selective 62) disruptive 63) content 64) value 65) stance 66) counteroffer 67) [Concessions, concessions] 68) pattern 69) hardball 70) bogey 71) nibble 72) chicken 73) intimidation 74) aggressive 75) snow 76) The goals of each party are usually in direct conflict and resources are fixed and limited; each side uses strategies and tactics to maximize their share of the outcomes.

77) Distributive bargaining strategies and tactics are quite useful when negotiators want to maximize the value obtained in a single deal, when the relationship with the other party is not important, and when they are at the claiming-value stage of negotiations.

78) A negative bargaining range occurs when the seller’s resistance point is above the buyer’s, and the buyer will not pay more than the seller will minimally accept.

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79) Negotiations that begin with a negative bargaining range are likely to stalemate. They can 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.

80) The negotiator who feels cheated may try to get out of the agreement later or find other ways to recoup their losses.

81) BATNA stands for Best Alternative To a Negotiated Agreement.

82) Reduce the other party’s estimate of your cost of delay or impasse.

Increase the other party’s estimate of their own cost of delay or impasse. Reduce the other party’s perception of the value of an issue. Or increase the other party’s perception that you value an issue.

83) (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.

84) The negotiator can use either a direct or an indirect assessment. A direct assessment is obtaining information directly from the other party and an indirect assessment obtains information indirectly about the background factors behind an issue.

85) The simplest way to screen a position is to say and do as little as possible.

86) The calculated incompetence approach is available when group negotiations are conducted through a representative. With this approach, constituents do not give the negotiating agent all of the necessary information, making it impossible for information to be leaked.

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87) Negotiators reveal only the facts necessary to support their case.

88) WATNA is an acronym for Worst Alternative To a Negotiated Agreement.

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

90) Value characteristics concern how much the issues and options of different issues are worth to a negotiator, and content characteristics involve the way the negotiation is constructed.

91) Exaggerated opening offers may be summarily rejected by the other party and halt negotiations prematurely, and it communicates an attitude of toughness that may be harmful to long-term relationships.

92) An exaggerated opening offer, a determined opening stance, and a very small initial concession signals a position of firmness.

93) Concessions are central to negotiation. Without concessions, there would be no negotiation. People enter negotiations expecting concessions and negotiators feel less satisfied if negotiations conclude without concessions.

94) 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.

95) The negotiator can provide alternatives, assume the close, offer to split the difference, use an exploding offer, or use sweeteners.

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96) An exploding offer contains an extremely tight deadline in order to pressure the other party to agree quickly and is an extreme version of manipulating negotiating schedules.

97) Negotiators using the bogey tactic pretend that an issue of little or no importance to them is quite important. Later in the negotiation, this issue can then be traded for major concessions on issues that are actually important to them.

98) Ignore them, discuss them, respond in kind, and co-opt, or befriend the other party.

99) Chicken is the use of a large bluff plus a threat to force the other party to “chicken out” and concede. The main weakness of the chicken tactic is that it turns negotiation into a serious game in which one or both parties find it difficult to distinguish reality from postured negotiation positions.

100) Negotiators using the nibble tactic ask for a proportionally small concession on an item that hasn’t been discussed previously in order to close the deal. The two good ways to combat the nibble are to respond to each nibble with the question “What else do you want?” The second way is to have your own nibbles prepared to offer in exchange.

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CHAPTER 3 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) In integrative negotiation, the goals of the parties are mutually exclusive. ⊚ ⊚

true false

2) The failure to reach integrative agreements is often linked to the failure to exchange sufficient information that will allow the parties to identify integrative options. ⊚ ⊚

true false

3) Integrative negotiation and distributive bargaining both require the same fundamental process. ⊚ ⊚

true false

4) In a competitive interaction, a low level of concern for other’s objectives may cause negotiators to attempt to block the other from obtaining their objectives due to a strong desire to win or to defeat the opponent. ⊚ ⊚

true false

5) The Pareto efficient frontier contains a point where there is no agreement that would make any party better off without decreasing the outcomes of any other party. ⊚ ⊚

true false

6) An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained.

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true false

7) In integrative negotiations, negotiators are encouraged to state the problem in terms of their preferred solution and to make concessions from these most desired alternatives. ⊚ ⊚

true false

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

true false

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

true false

10) 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 false

11) When inventing options, one technique is to “expand the pie” where both parties disclose sufficient information to discover their underlying needs and invent options to satisfy those needs. ⊚ ⊚

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12) When generating alternative solutions, superordination solutions occur when the differences in interest that gave rise to the conflict are superseded or replaced by other interests. ⊚ ⊚

true false

13) Groups are often better problem solvers than individuals because groups provide more perspectives and can invent a greater variety of ways to solve a problem. ⊚ ⊚

true false

14) When generating ideas during a brainstorming session, the best ideas are most likely to surface during the first part of the activity. ⊚ ⊚

true false

15) Electronic brainstorming may be especially useful for integrative negotiations that involve multiple parties or during preparation for integrative negotiations when there are disparate views within one's team. ⊚ ⊚

true false

16) The fourth stage in the integrative negotiation process is to evaluate the alternatives generated during the previous phase and to select the best ones to implement. ⊚ ⊚

true false

17) Negotiators should agree to the criteria for evaluating potential integrative solutions early in the negotiation process. ⊚ ⊚

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18) Clear and accurate communication sometimes involves using metaphors during negotiation, which are defined as talking about one thing in terms of another. ⊚ ⊚

19)

true false

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

true false

20) When there are strong negative feelings or when one or more parties are inclined to dominate, negotiators may take on a more relaxed, informal communication process. ⊚ ⊚

true false

21) A joint goal is one that all parties share equally, each one benefitting in a way that would not be possible if they did not work together. ⊚ ⊚

22)

true false

Negotiators can engage in commitments to each other before the negotiations begin. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

23) Which of the following is not a characteristic of a successful integrative negotiator?

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honesty and integrity seeking mutual exclusivity an abundance mentality systems orientation

24) To achieve integrative results, negotiators must manage both the context and the process of the negotiation. Which of the following is not part of managing the context of the negotiation?

A) B) C) D)

attempting to understand the other negotiator’s real needs and objectives creating a free flow of information emphasizing the differences between the parties searching for solutions that meet the goals and objectives of both parties

25) Which of the following is NOT one of the four steps in the integrative negotiation process?

A) B) C) D)

identify and define the problem surface interests and needs generating alternative solutions create a free flow of information

26) In the integrative negotiation process, when creating and claiming value, the goal is to push the potential negotiation solutions to the Pareto efficient frontier. Which of the following describes the Pareto efficient frontier?

A) the point where the negotiations are entering new areas not previously discussed B) the point where there is no agreement that would make any party better off withoutdecreasing the outcomes to any other party C) the point where one party is clearly winning the negotiations D) the point where the negotiations are entering the closing offer stage

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27) There are several types of interests that may be at stake in a negotiation and 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.

28)

Which of the following statements about interests is true?

A) B) C) D)

There is only one type of interest in a dispute.

Parties are always in agreement about the type of interests at stake.

Interests are often based in more deeply rooted human needs or values.

Interests do not change during the course of an integrative negotiation.

29) Which of the following techniques is commonly used when generating alternative solutions to the problem as given?

A) B) C) D)

30)

electronic brainstorming expanding the pie bridging logrolling

In nonspecific compensation

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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 sides' needs.

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

31) To achieve integrative results, negotiators must manage both the context and the process of the negotiation. Which of the following is not part of managing the process of the negotiation?

A) B) C) D)

search for solutions that meet the goals and objectives of both parties identify and define the problem uncover interests and needs evaluate selected alternatives

32) Which of the following is not a recommended way to generate alternative solutions when redefining the problem?

A) B) C) D)

33)

expanding the pie logrolling nonspecific compensation brainstorming

Which of the following statements is true of brainstorming?

A) Individuals work in a large group to select a single optimal solution.

B) All solutions are judged and critiqued as they are recorded, and a weighted-average percentage is assigned to each solution.

C) Parties are urged to be spontaneous and even impractical.

D) The success of the approach depends on the item-by-item evaluation and critique of the solutions as presented.

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Which of the following is a tactic to communicate firm flexibility?

A) B) C) D)

demand a particular position or solution eliminate opportunities to communicate use competitive tactics to establish and defend basic interests have your own interests at stake

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

A) B) C) D)

broaden the range of solution options evaluate solutions on the basis of quality, standards, and acceptability decide on criteria while evaluating options use a large group of people to evaluate complex options

36) When evaluating and selecting alternatives, negotiators may explore different ways to logroll which could include all of the following except

A) B) C) D)

37)

A shared goal is one in which

A) B) C) D)

38)

explore differences in expectations. explore differences in time preferences. explore differences in risk preference. explore ways to define the problem.

all parties share the result equally. the parties work toward a common end but benefit differently. all parties work together to achieve some output that will be shared. individuals with different personal goals agree to combine them in a collective effort.

A joint goal is one in which

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all parties share the result equally. the parties work toward a common end but benefit differently. individuals with different personal goals agree to combine them in a collective effort. all parties work together to achieve some output that will be shared.

39) Which of the following is not one of the seven factors that facilitates successful integrative negotiation?

A) B) C) D)

40)

control a common goal trust clear, accurate communication

Which of the following is NOT a major characteristic of a presettlement settlement?

A) The settlement is a simple agreement between the parties, not legally binding.

B) It occurs in advance of the parties undertaking a full-scale negotiation.

C) The parties intend that the agreement will be replaced by a more clearly delineated long-term agreement which is to be negotiated.

D) It resolves only a subset of the issues on which the parties disagree, and may simply establish a framework within which the more comprehensive agreement can be defined and delineated.

41)

Which of the following is not a true statement of umbrella agreements?

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A) Umbrella agreements can be used when all the issues have yet to be identified but the parties know they wish to work together.

B) Umbrella agreements allow flexibility when the negotiating relationship between the parties is evolving.

C) Umbrella agreements provide flexibility for creating value when the future gains are known at the time of negotiation.

D) Umbrella agreements provide flexibility for claiming value when the future gains are not known at the time of negotiation.

42)

Which of the following is not a tactic to use when the other negotiator mistrusts you?

A) B) C) D)

negotiate multiple issues simultaneously offer a presettlement settlement share information and encourage reciprocity make multiple offers at the same time

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

43) The fundamental structure of negotiation is such that it allows both sides to achieve their objectives.

44) Those wishing to achieve integrative results find that they must manage the context and the of the negotiation in order to gain the willing cooperation and commitment of the other party.

45)

Effective

exchange promotes the development of good integrative solutions.

46) In integrative negotiation, negotiators must make a true effort to understand what the other side really wants to achieve. This is in contrast to bargaining, where negotiators either make no effort to understand the other side’s objectives or do so only to challenge those objectives.

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47) In an integrative negotiation, negotiators must be firm about their primary interests and needs but about how these interests and needs are met.

48) The first three steps of the integrative negotiation process are important for value and the fourth step of the process involves value.

49) When negotiations reach a point where there is no agreement that would make any party better off without decreasing the outcomes to any other party is known as the Pareto efficient .

50) During the value stage of the integrative negotiation process, distributive bargaining processes are used.

51) The problem process is critical for integrative negotiation as it sets broad parameters regarding what the negotiation is about and provides an initial framework for approaching the discussion.

52) In the context of integrative negotiation, are the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position.

53)

Several types of interests may be at stake during integrative negotiation, such as interests that are related to focal issues that are under negotiation—economic and financial issues such as price or rate, or the division of resources.

54) Several types of interests may be at stake in a negotiation; for example, interests relate to how the negotiations unfold.

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55) Successful requires the parties to find more than one issue in conflict and to have different priorities for those issues—one party achieves preferred outcome on one issue, and the other party achieves preferred outcome on the second issue.

56) Successful requires a fundamental reformulation of the problem so that the parties are not discussing positions, but disclosing sufficient information to discover their underlying interests and needs and then inventing options that will satisfy those needs.

57) In , small groups of people work to generate as many possible solutions to the problem as they can—solutions are recorded, without comment, in order to not stop the free flow of new ideas.

58) In the fourth stage of the integrative negotiation process, negotiators will come to an agreement on the best alternative. The selection of alternativesis the value stage of integrative negotiations.

59)

When selecting options, one party may favor an option because it helps to satisfy a(n) —such as gaining recognition.

60) A goal is one that all parties share equally, each one benefiting in a way that would not be possible if they did not work together.

61) A differently.

goal is one that both parties work toward but that benefits each party

62) A goal is one that involves individuals with different personal goals agreeing to combine them in a collective effort.

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63) One way to enhance the motivation and commitment to problem solving is when negotiators engage in commitments to each other before the negotiations begin; such commitments have been called presettlement .

64) One way to enhance motivation and commitment to problem solving is negotiators can create a(n) agreement that provides a framework for future discussions.

65) Three tactics to elicit information from the other negotiator when they mistrust you is to share information and encourage reciprocity, negotiate multiple issues simultaneously, and make multiple at the same time.

66) A precondition for high-quality integrative negotiation is clear and accurate using multiple channels and metaphors.

,

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

67) Even well-intentioned negotiators can make three common mistakes, one is failing to negotiate when they should. What are the other two common mistakes?

68) Those wishing to achieve integrative results must manage both the context and the process of the negotiation in order to gain the cooperation and commitment of all parties. What are the key contextual factors surrounding the negotiation process?

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69) How does integrative negotiation and distributive bargaining differ during the process of sharing information about preferences and priorities?

70) In a successful integrative negotiation process, negotiators must be firm about their primary interests and needs, but flexible about what?

71)

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

72) When creating value, the goal is to push possible solutions to the Pareto efficient frontier.

Describe the ideal point that lies on this “frontier” line.

73) It is important that processes to create value precede those to claim value for two reasons.

What are the two reasons?

74) The problem identification step is a difficult step, but critical for integrative negotiation.

What key aspects of the problem definition process make this a critical step?

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75) Briefly describe how the problem definition process works if order for there to be positive problem solving.

76) How should integrative negotiators separate the problem definition from the search for solutions?

77)

Identify the four types of interests.

78) Interests may be either intrinsic or instrumental. What is the difference between intrinsic and instrumental interests?

79) There are several techniques to help negotiators generate alternative solutions to problems in the integrative negotiation process. These techniques fall into two general categories. What are those two categories?

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80) One option for generating alternative solutions by redefining the problem is to use nonspecific compensation. Define "nonspecific compensation."

81) One option for generating alternative solutions by redefining the problem is to find a bride solution. Define "bridging."

82)

What rules should be observed to facilitate successful brainstorming?

83) The text provides three ways of generating alternative solutions to the problem as given.

What are those three approaches?

84) Two approaches for generating alternative solutions by redefining the problem are nonspecific compensation and cutting the costs for compliance. How do these two differ?

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85) One approach to generating alternative solutions by redefining the problem is superordination. When do superordination solutions occur?

86)

Why should criteria be decided in advance of evaluating options?

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

88)

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

89)

What are the preconditions necessary for the integrative negotiation process?

90)

What is the difference between a common goal and a shared goal?

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91) Negotiators can engage in commitments to each other before the negotiations begin; such commitments are called presettlement settlements. What are the three major characteristics of presettlement settlements?

92)

What are three ways of enhancing the motivation and commitment to problem solving?

93) What three tactics are useful to elicit information from the other negotiator when they mistrust you?

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Answer Key Test name: Chap 03_7e 1) FALSE 2) TRUE 3) FALSE 4) TRUE 5) TRUE 6) FALSE 7) FALSE 8) TRUE 9) FALSE 10) TRUE 11) FALSE 12) TRUE 13) TRUE 14) FALSE 15) TRUE 16) TRUE 17) TRUE 18) TRUE 19) TRUE 20) FALSE 21) FALSE 22) TRUE 23) B 24) C 25) D 26) B Version 1

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27) A 28) C 29) A 30) D 31) A 32) D 33) C 34) C 35) B 36) D 37) B 38) C 39) A 40) A 41) C 42) B 43) integrative 44) process 45) information 46) distributive 47) flexible 48) [creating, claiming] 49) frontier 50) claiming 51) definition 52) interests 53) substantive 54) process 55) logrolling 56) bridging Version 1

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57) brainstorming 58) claiming 59) intangible 60) common 61) shared 62) joint 63) [settlements, settlement] 64) umbrella 65) offers 66) communication 67) The other two mistakes are negotiating when they should not negotiate and negotiating when they should but choosing an inappropriate strategy.

68) The key contextual factors include creating a free flow of information, attempting to understand the other negotiator’s real needs and objectives, emphasizing things that parties have in common, and searching for solutions that meet the goals and objectives of both parties.

69) In the exchange of information during integrative negotiation, negotiators must make a true effort to understand what the other side really wants to achieve. During distributive bargaining, negotiators either make no effort to understand the other side’s needs and objectives or do so only to challenge, undermine, or even deny the other party the opportunity to have those needs and objectives met.

70) Negotiators must be flexible about how their needs and interests are met.

71) Identifying and defining the problem, surfacing interests and needs, generating alternative solutions to the problem, and evaluating those alternatives and selecting among them.

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72) The Pareto efficient frontier contains a point where there is no agreement that would make any party better off without decreasing the outcomes to any other party.

73) First, the creating-value process is more effective when done collaboratively and without a focus on who gets what. Second, claiming value involves distributive bargaining processes, which may derail the focus on creating value and may even harm the relationship unless introduced effectively.

74) The process sets broad parameters regarding what the negotiation is about and provides an initial framework for approaching the discussion.

It is important that this framework is comprehensive enough to capture the complexities inherent in the situation while not making the situation appear more complex than it actually is.

75) For positive problem solving to occur, both parties must be committed to stating the problem in neutral terms. The problem statement must be acceptable to both sides and not worded so it lays blame or favors the preferences or priorities of one side over the other.

The parties may be required to revise the problem statement several times until they agree on its wording.

76) Parties engaged in integrative negotiation should avoid stating solutions that favor one side or the other until they have fully defined the problem and examined as many alternative solutions as possible. Instead of premature solutions, negotiators should develop standards by which potential solutions will be judged for how well they fit.

77) Substantive interests, process interests, relationship interests, and interests in principle.

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78) If an interest is intrinsic, the parties value it in and of itself and if the interest is instrumental, the parties value it because it helps them derive other outcomes in the future.

79) The first requires the negotiators to redefine, recast, or reframe the problem so as to create win-win alternatives out of what earlier appeared to be a win-lose problem. The second takes the problem as given and creates a long list of alternative options from which the parties can choose.

80) Nonspecific compensation is a process allowing one person to obtain his objectives and compensate 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.

81) 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.

82) (1) Avoid judging or evaluating solutions; (2) separate the people from the problem; (3) be exhaustive in the brainstorming process; (4) ask outsiders.

83) The three approaches are brainstorming, surveys, and electronic brainstorming.

84) Unlike nonspecific compensation, where the compensated party simply receives something for agreeing, cost cutting is designed to minimize the other party’s costs for agreeing to a specific solution.

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85) Superordination solutions occur when the differences in interest that gave rise to the conflict are superseded or replaced by other interests.

86) 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.

87) Explore differences in risk preference, explore differences in expectations, and explore differences in time preferences.

88) While voting closes the discussion it can also create disenfranchisement of the losing party and make it more likely that "losers" will be less committed than "winners" to the implementation of the negotiated outcome.

89) 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.

90) A common goal is one that all parties share equally, each one benefiting in a way that would not be possible if they did not work together. A shared goal is one that both parties work toward but that benefits each party differently.

91) The three major characteristics are: 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.

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92) Negotiators can discuss that there is more to be gained by working together. Negotiators can engage in pre-settlement settlements.

Negotiators can create an umbrella agreement that provides a framework for future discussions.

93) The three tactics are to share information and encourage reciprocity; negotiate multiple issues simultaneously, and make multiple offers at the same time.

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CHAPTER 4 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) An example of a procedural goal might be shaping the agenda or simply having a voice at the table. ⊚ ⊚

true false

2) Examples of a substantive goal are winning, beating the other party, or getting a settlement at any cost. ⊚ ⊚

true false

3) Linkage between two parties’ goals defines an issue to be settled and is often the source of conflict. ⊚ ⊚

true false

4) Difficult negotiation goals, ones requiring a substantial change in the other party’s attitude, may require you to develop a short-term plan for goal attainment. ⊚ ⊚

5)

Tactics are short-term, adaptive moves designed to enact or pursue broad strategies. ⊚ ⊚

6)

true false

true false

Strategy is subordinate to tactics, and driven by tactical considerations. ⊚ ⊚

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7)

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Accommodation is as much a win-win strategy as collaboration. ⊚ ⊚

true false

8) Accommodative strategies may create a pattern of repeatedly giving in to avoid a fight— but establishes a precedent that is difficult to break. ⊚ ⊚

true false

9) Knowing your goal is the first and most important step in developing a strategy and executing a negotiation. ⊚ ⊚

true false

10) Multiple issues may allow the parties to “create value” by finding solutions that improve the outcomes for both parties. ⊚ ⊚

true false

11) The number of issues in a negotiation, together with the relationship between the parties, is often the primary determinant of whether a negotiator uses a distributive or integrative strategy. ⊚ ⊚

true false

12) Both parties supply a comprehensive list of issues, and the combined lists determine the target point. ⊚ ⊚

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13) The prioritization of issues on an agenda includes two steps: determine which issues are most important and less important, and determine whether issues are linked or separate. ⊚ ⊚

true false

14) An opening bid is what the negotiator wants and interests are why the negotiator wants them. ⊚ ⊚

true false

15) Alternatives (i.e., beneficial alternatives to this negotiated agreement, or BATNAs) are other agreements negotiators could achieve and still meet their needs. ⊚ ⊚

true false

16) A resistance point is the place where you decide that you should stop the negotiation rather than continue, because any settlement beyond this point is not minimally acceptable. ⊚ ⊚

true false

17) By comparing the other party’s goals, issues, and resistance points with your own, you can define areas where there may be strong conflict (both parties want the same group of things but with differing priorities), simple trade-offs (both parties have a high priority for the same thing), or no conflict at all. ⊚ ⊚

18)

true false

When setting a target point, it should be specific, difficult but achievable, and verifiable.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

19) It is easy to gets overly confident when setting an opening bid, making an opening that is so unrealistic the other party laughs, gets angry, or walks away before responding. ⊚ ⊚

true false

20) Multiple parties at the negotiation table often leads to coalitions of negotiators who align with each other in order to win the negotiation. ⊚ ⊚

true false

21) One of the five major concerns in developing a negotiation agenda is the framing, which involves deciding if the issues are to be taken one at a time or in various groupings. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

22) Which of the following is an example of a substantive goal?

A) B) C) D)

23)

money winning getting a settlement at any cost shaping the agenda

Which of the following is an example of an intangible goal?

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A) B) C) D)

24)

shaping the agenda having a voice at the table winning money

Which of the following is an example of a procedural goal?

A) B) C) D)

25)

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shaping the agenda getting a settlement at any cost money winning

Which of the following statements is not a direct effect of goals on negotiation?

A) B) C) D)

Wishes are not goals, especially in negotiation.

A negotiator’s goals are always linked to the other party’s goals.

There are limits to what realistic goals can be.

Effective goals must be concrete, specific, and measurable.

26) Which of the following situations may require a negotiator to develop a long-range plan for goal attainment?

A) B) C) D)

27)

when goals are simple and direct when the other party shares your attitude towards the goals when the negotiation goals are difficult or complex when progress is needed quickly

Which of the following statements on strategy and tactics is not true?

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A) B) C) D)

28)

Tactics are designed to enact or pursue broad strategies.

Situational constraints tend to make any pure strategy difficult to follow.

Tactics are short-term, adaptive moves.

Strategy is subordinate to tactics.

Characteristics of collaborative strategies include

A) B) C) D)

29)

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

an imbalance of outcomes. win-lose bargaining. win-win negotiation. keeping the other party happy.

Which of the following answer options best describes the accommodation strategy?

A) B) C) D)

“I win, you lose.”

“I lose, you lose.”

“I lose, you win.”

“I win, you win.”

30) Which of the following statements is true of predictable drawbacks of applying a strategy blindly, thoughtlessly, or inflexibly?

A) Distributive strategies may generate a pattern of giving in to keep the other happy or to avoid a fight.

B) Accommodation strategies may lead to distortions in judgment regarding the other side’s contributions and efforts.

C) Blind pursuit of an integrative process can lead negotiators to cease being accountable to their constituencies.

D) Aggressively pursuing integrative negotiation may distort the perceptions of the other side’s motives, needs, and positions.

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31) A(n) strategy may create an imbalance, and attempts to correct the imbalance may be met with resentment from the other.

A) B) C) D)

accommodative competitive integrative distributive

32) The foundation for success in negotiation is not in the game playing or the dramatics but in the

A) B) C) D)

33)

choice of a distributive or integrative strategy. planning that takes place prior to the dialogue. discussions that precede planning sessions. tactics selected in support of strategic goals.

Which of the following observations about the planning process is not true?

A) Complete and up-to-date planning requires the negotiator follow the ten steps of the planning process in a linear fashion, one through ten.

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

C) There are several structural and contextual factors beyond the bargaining table that may affect the strategizing and planning process.

D) Negotiations conducted primarily one to one—you and another individual negotiator—is the simplest model to understand and plan for.

34) Knowing your is absolutely the first and most important step in developing a strategy and executing a negotiation.

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A) B) C) D)

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goal interests BATNA strategy

35) Which of the following statements is not true of defining the major issues related to achieving the goal, step two in the planning process?

A) B) complex.

C) D)

36)

This step begins with an analysis of the key issues to be discussed in the negotiation.

Some negotiations may consist of only a single issue and other negotiations are more Single-issue negotiations tend to dictate integrative negotiations.

The number of issues affects strategy.

When defining the major negotiation issues, multiple issues may allow the parties to by finding solutions that improve the outcomes for both parties.

A) B) C) D)

create value claim value define the negotiating goal define their BATNA

37) After assembling issues on an agenda, the negotiator next must prioritize the issues, which includes: determining which issues are most important and which are less important, and

A) B) C) D)

38)

determining if the goals are direct or indirect. deciding if the issues are tangible or intangible. choosing whether to pursue a claiming-value or creating-value strategy. determining whether the issues are linked together or separate.

Which of the following statements about prioritizing issues is not true?

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A) A negotiator only needs to set priorities for tangible issues.

B) A simple way of prioritizing issues is to group issues into categories of high, medium, or low importance.

C) When the negotiator represents a constituency, it is important to involve that group in setting priorities.

D) Negotiators may wish to specify a bargaining range for each issue in the mix.

39) An opening bid or a target point are what a negotiator wants, but negotiator wants them.

A) B) C) D)

are why the

interests issues goals BATNAs

40) In both distributive and integrative processes, the better these are, the more power you have to walk away from the current deal and still know your needs and interests can be met.

A) B) C) D)

goals alternatives priorities resistance points

41) This is the place where you decide that you should stop the negotiation rather than continue, because any settlement beyond this point is not minimally acceptable.

A) B) C) D)

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42) If you compare the other party’s goals, issues, and resistance points against your own, you can begin to define areas where there can be simple trade-offs. Which of the situations would signify a chance for a simple trade-off?

A) B) C) D)

43)

both parties have a high priority on the same thing both parties want the same group of things but differing in priorities both parties want very different things both parties can easily have their objectives and interests met

Which of the following statements is not true of setting a target?

A) B) C) D)

Target setting may require considering how to package several issues and objectives.

Target setting requires an understanding of trade-offs and throwaways.

Targets should be specific, difficult but achievable, and verifiable.

Target setting requires reactive thinking about one’s own objectives.

44) After negotiators have defined the issues, assembled a tentative agenda, and consulted others appropriate and necessary, the next step is to define two other key points: the specific target point and

A) B) C) D)

the opening bid. your BATNA. the resistance point. the bargaining mix.

45) When assessing the social context of negotiation, one way to assess all the key parties is to complete a(n) analysis.

A) B) C) D)

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46) When developing a negotiation agenda, which of the following is being considered when the negotiator tries to determine what issues should be considered?

A) B) C) D)

sequence framing scope packaging

47) When developing a negotiation agenda, which concern is being considered if the negotiator is determining how the issues should be presented?

A) B) C) D)

framing packaging sequence formula

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

48) Negotiators may consider goals, such as winning, beating the other party, or getting a settlement at any cost.

49) Negotiators may consider voice at the table.

goals, such as shaping the agenda or simply having a

50)

Effective goals must be concrete, specific, and

51)

Negotiators may consider

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goals, such as money or a specific outcome.

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52)

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are short-term, adaptive moves designed to enact or pursue broad strategies.

53) A is subordinate to a strategy; they are structured, directed, and driven by strategic considerations.

54) An accommodative strategy may be appropriate when the negotiator considers the relationship outcome important than the substantive outcome.

55)

The very first step in the effective planning process is to define the negotiating

.

56) Single-issue negotiations and the absence of a long-term relationship with the other party are the strongest drivers of -value (distributive) strategies.

57) Multiple-issue negotiations and the importance of a long-term relationship with the other party are the strongest drivers of -value (integrative) strategies.

58) The third step in the planning process is to assemble all the defined issues into a comprehensive list. The combination of lists from each side in the negotiation determines the mix.

59) When defining the interests, remember that interests, similar to substantive, process-based, or relationship-based.

, may be

60) A point is the place where you decide you should stop the negotiation rather than continue, because any settlement beyond this point is not minimally acceptable.

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61) There are several principles to keep in mind when setting a target point. One thing to remember is that targets should be , difficult but achievable, and verifiable.

62) After negotiators have defined the issues, assembled a tentative agenda, and consulted others as appropriate and necessary, the next step is to define two other key points: the specific point, where a negotiator would realistically expect to achieve a settlement, and the opening bid, representing the best deal a negotiator can hope to achieve.

63) One way to assess all the key parties in a negotiation is to complete a “ analysis,” in which you assess constituents the same as assessing all the parties who are in a soccer stadium.

64) The last step of the planning process is to think through the execution of your plan. There are two major components to consider: how you will present and frame the issues and interests and how you should structure the by which this information is presented.

65) There are five major concerns to be considered when developing a negotiation agenda.

One of those concerns is , which involves deciding how the issues should be presented.

66) There are five major concerns to be considered when developing a negotiation agenda.

One of these concerns is , which involves deciding if the issues should be discussed one at a time or in various groupings.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

67) What are the most critical precursors for achieving negotiation objectives?

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68)

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

What are the three types of goals negotiators must anticipate to achieve in a negotiation?

69) The act of winning, beating the other party, or getting a settlement at any cost, are examples of which type of goal?

70)

Why is it important for goals to be concrete, specific and measurable?

71)

Relationship-oriented goals should motivate the negotiator toward what type of strategy?

72) The definition ‘short-term, adaptive moves designed to enact or pursue broad strategies,’ describes what?

73)

In what situations are the accommodation strategy often used?

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74)

How are the accommodation strategy and distributive bargaining similar, yet opposite?

75)

What is a drawback of accommodation strategies?

76) The first step in the planning process is defining the negotiating goal. What are the three types of goals negotiators choose from?

77)

Single-issue negotiations tend to dictate which type of strategy? Why?

78)

Briefly define the “negotiator’s dilemma.”

79)

How is the bargaining mix determined?

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80) Explain the subtle relationship between an opening bid or target point and the underlying interests and needs.

81)

Are BATNAs more important in distributive bargaining or integrative processes?

82)

Explain what a resistance point is in negotiation.

83) When analyzing and understanding the other party’s negotiating position, what key pieces of information will be of great importance?

84) The eighth step in the planning process is to set your own specific target point and to set your opening bid. Briefly define target point and opening bid.

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85)

Why does target setting require proactive thinking about your own objectives?

86)

How is negotiating in a professional context different than negotiating just for yourself?

87) The final step of the planning process involves two major components to consider. What are those two components?

88) What are the five major concerns you should consider when developing a negotiation agenda?

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Answer Key Test name: Chap 04_7e 1) TRUE 2) FALSE 3) TRUE 4) FALSE 5) TRUE 6) FALSE 7) FALSE 8) TRUE 9) TRUE 10) TRUE 11) TRUE 12) FALSE 13) TRUE 14) TRUE 15) FALSE 16) TRUE 17) FALSE 18) TRUE 19) TRUE 20) TRUE 21) FALSE 22) A 23) C 24) A 25) B 26) C Version 1

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27) D 28) C 29) C 30) C 31) A 32) B 33) A 34) A 35) C 36) A 37) D 38) A 39) A 40) B 41) C 42) B 43) D 44) A 45) B 46) C 47) A 48) intangible 49) procedural 50) measurable 51) substantive 52) Tactics 53) tactic 54) more 55) goal 56) claiming Version 1

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57) creating 58) bargaining 59) goals 60) resistance 61) specific 62) target 63) field 64) process 65) framing 66) packaging 67) Effective strategy and planning are the most critical precursors for achieving negotiation objectives.

68) Substantive, intangible and procedural goals.

69) These are all examples of intangible goals.

70) 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.

71) Relationship-oriented goals should motivate the negotiator toward a collaborative or integrative strategy.

72) This is the definition of tactics.

73) The accommodation strategy is often used when the primary goal of the exchange is to build or strengthen the relationship and the negotiator is willing to sacrifice the outcome just to benefit the other party.

74) Accommodation is as much a win-lose strategy as competition, or distributive bargaining, they both involve an imbalance of outcomes, but in the opposite direction. I lose, you win as opposed to I win, you lose.

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75) Accommodation strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight, setting a precedent that is hard to break.

76) Goals may be substantive (tangible), psychological (intangible), or procedural (how to get to agreement).

77) Single-issue negotiations tend to dictate distributive (or win-lose) negotiations because the only real negotiation issue is the price or distribution of that issue.

78) The negotiator’s dilemma is the choice of whether to pursue a claiming-value or creating-value strategy in negotiations.

79) Each side assembles a comprehensive list of issues and the combined lists determine the bargaining mix.

80) The opening bid or a target point are what a negotiator wants.

Interests are why they want them.

81) Alternatives, or BATNAs are very important in both distributive and integrative processes because they define whether the current outcome is better than another possibility (with a different negotiating partner).

82) A resistance point is the place where you decide that you should stop the negotiation rather than continue, because any settlement beyond this point is not minimally acceptable. Setting resistance points is a critical part of planning.

83) Of great importance would be the other party’s broad, overall goals and objectives, their issues and the likely bargaining mix, their interests and needs, and their resistance point and alternatives.

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84) The specific target point is where you realistically expect to achieve a settlement, and the opening bid represents the best deal you can hope to achieve.

85) If negotiators focus attention on the other party to the exclusion of themselves, they may set their goals strictly as a reaction to the other’s anticipated goals and targets. Reactive strategies are likely to make negotiators feel threatened and defensive and lessen their flexibility and creativity. In contrast, being proactive about target setting permits negotiators to be flexible in what they will accept and improves the likelihood of arriving at a mutually satisfactory outcome.

86) First, there may be more than two negotiators at the table. Second, negotiators have “constituents” who make the final decision, or other parties who will evaluate and critique the solution achieved. There may be observers who watch and critique the negation. Finally, negotiation occurs in a context of rules—a social system of laws, customs, common business practices, cultural norms, and political cross-pressures.

87) The two major components to consider are how you will present and frame the issues and interests and how you should structure the process by which this information is presented.

88) The five major concerns to be considered when developing a negotiation agenda are: scope, sequence, framing, packaging, and formula.

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CHAPTER 5 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Morals are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards. ⊚ ⊚

2)

true false

Ethics are individual and personal beliefs about what is right and wrong. ⊚ ⊚

true false

3) 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. ⊚ ⊚

true false

4) When the rightness of an action is determined by considering obligations to apply universal standards and principles, this is the definition of end-result ethics. ⊚ ⊚

true false

5) Duty ethics is the rightness of an action is determined by one’s obligation to adhere to consistent principles, laws, and social standards that define what is right and wrong and where the line is. ⊚ ⊚

true false

6) Discussions of business ethics frequently confuse what is ethical versus what is prudent versus what is practical versus what is legal.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

7) Most of the ethics issues in negotiation are concerned with standards of truth telling and how honest, candid, and disclosing a negotiator should be. ⊚ ⊚

true false

8) Bribery, infiltration, and spying are all forms of inappropriate information gathering, a marginally ethical negotiating tactic. ⊚ ⊚

true false

9) Distorting information or negotiation events in describing them to other is a marginally ethical negotiating tactics called bluffing. ⊚ ⊚

10)

true false

Misrepresentation by omission is defined as actually lying about the common-value issue. ⊚ ⊚

true false

11) In negotiation, a common-value issue is an issue for which both parties are seeking the same outcome. ⊚ ⊚

true false

12) The purpose of using ethically ambiguous negotiating tactics is to increase the negotiator’s power in the bargaining environment.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

13) 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 whether the tactic was effective. ⊚ ⊚

true false

14) 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 false

15) Two variations on the anticipatory justification is when a negotiator uses the rationalization of “He started it” or “They were going to do it anyway, so I will do it first.” ⊚ ⊚

true false

16) The primary purpose of explanations and justifications is to rationalize, explain, or excuse a behavior—to verbalize some good, legitimate reason this tactic was necessary. ⊚ ⊚

true false

17) When a negotiator wants to determine whether the other party is acting deceptively, they may use the minimization tactic where they down play the significance the deception and help the other party find excuses for the deception. ⊚ ⊚

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18) The use of silence by a negotiator creates a "verbal vacuum" that makes the other uncomfortable and helps determine whether the other party is acting deceptively. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

19) are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards.

A) B) C) D)

20)

Morals Ethics Rules Principles

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.

21) This approach to ethical reasoning holds that the rightness of an action is determined by evaluating the pros and cons of its consequences.

A) B) C) D)

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22) This type of ethical reasoning believes that the rightness of an action is based on the customs and norms of a particular community.

A) B) C) D)

end-result ethics duty ethics social contract ethics personalistic ethics

23) This type of ethical reasoning believes that the rightness of an action is based on one’s own conscience and moral standards.

A) B) C) D)

end-result ethics duty ethics social contract ethics personalistics ethics

24) Which approach to ethical reasoning has as one of its central tenets that happiness is defined as presence of pleasure and absence of pain?

A) B) C) D)

25)

end-result ethics duty ethics social contract ethics personalistic ethics

Ethical criteria for judging appropriate conduct define

A) what is wise based on trying to understand the efficacy of the tactic and the consequences it might have on the relationship with the other.

B) what a negotiator can actually make happen in a given situation.

C) what is appropriate as determined by some standard of moral conduct.

D) what the law defines as acceptable practice.

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26) Only one of the approaches to ethical reasoning has as its central tenet that conscience within each person calls them to fulfill their humanness and to decide between right and wrong.

Which approach applies?

A) B) C) D)

27)

Most of the ethical issues that arise in negotiation are concerned with standards of

A) B) C) D)

28)

end-result ethics duty ethics social context ethics personalistic ethics

honesty, or how honest, candid, and disclosing the other party is. duty, or the obligation to adhere to consistent principles, laws, and social standards. truth-telling, or how honest, candid, and disclosing a negotiator should be. social contracts, or the principles of community-based socially acceptable behavior.

What is the 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.

29) Which of the following is not listed in the text as a category of a marginally ethical negotiating tactic?

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A) B) C) D)

30)

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cognitive manipulation emotional manipulation misrepresentation to opponent’s networks bluffing

Which of the following is not seen as a marginally ethical negotiating tactic?

A) B) C) D)

integrative tactics misrepresentation traditional competitive bargaining inappropriate information collection

31) Research has shown that negotiators use what two forms of deception in misrepresenting the common-value issue?

A) B) C) D)

misrepresentation by omission and misrepresentation by commission misrepresentation by permission and misrepresentation by omission misrepresentation by admission and misrepresentation by permission misrepresentation by admission and misrepresentation by commission

32) Once an ethically ambiguous tactic is employed, the negotiator will assess consequences on three standards. Which of the following is not one of those standards?

A) B) C) D)

whether the tactic worked by producing the desired result whether the tactic worked in the past how the negotiator feels about themselves after using the tactic how the negotiator may be judged by the other party or by neutral observers

33) Which of the following statements is not true about how power is related to ethical choices in negotiation?

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A) The purpose of using ethically ambiguous negotiating tactics is to increase the negotiator’s power in the bargaining environment.

B) Information has power because negotiation is intended to be a rational activity involving the exchange of information and persuasive use of that information.

C) Negotiators with power are more likely to be tempted to engage in deception.

D) Individuals are more willing to use deceptive tactics when the other party is perceived to be uninformed or unknowledgeable—with less power.

34) that

When using the justification that "the tactic was unavoidable," the negotiator is saying

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.

35)

When using the "intimidation" tactic to detect deception, one should

A) B) C) D)

36)

emphasize the futility and impending danger associated with continued deceit. lie to the other to make them believe you have uncovered their deception. play down the significance of any deceptive act. make a "no-nonsense" accusation of the other.

When using the "altered information" tactic to detect deception, one should

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A) try to get the other to admit a small or partial lie about some information and use this to push for admission of a larger lie.

B) exaggerate what you believe is the deception and state it, hoping that the other will jump in to "correct" the statement.

C) point out behaviors you detect in the other which might be an indication they are lying.

D) indicate one's true concern for the other's welfare.

37) Which of the following approaches to dealing with the other party’s use of deception is considered a last-resort stratgey?

A) B) C) D)

ignoring the tactic "calling" the tactic responding in kind discussing what you see and offering to help them change to more honest behaviors

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

38) Individual and personal beliefs about what is right and wrong defines .

39) Broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards defines .

40) The concept of end-result ethics states that the rightness of an action is determined by evaluating the pros and cons of its .

41) The concept of ethics states that the rightness of an action is determined by one’s obligation to adhere to consistent principles, laws, and social standards that define what is right and wrong and where the line is.

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42) Social ethics holds that the rightness of an action is based on the customs and norms of a particular community.

43) The concept of ethics is that the rightness of the action is based on one’s own conscience and moral standards.

44) Business ethics frequently confuse what is ethical versus what is (wise, based on trying to understand the efficacy of the tactic and the consequences it might have on the relationship with the other).

45)

Most of the ethical questions in negotiation are about standards of

telling.

46) Conscious misstatements, concealment of pertinent facts, exaggeration, insincere threats or promises are all examples of .

47) One of the categories of marginally ethical negotiating tactics is manipulation, which involves faking anger, fear or disappointment or faking elation or satisfaction.

48) The dilemma of be manipulated by dishonesty.

is that a negotiator who believes everything that other says can

49) The dilemma of is that a negotiator who tells the other party all of his exact requirements and limits will, inevitably, never do better than his walkaway point.

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50) Misrepresentation by means actually lying about an issue for which both parties are seeking the same outcome.

51) Misrepresentation by benefit the other.

is defined as failing to disclose information which would

52) The purpose of using ethically ambiguous negotiating tactics is to increase the negotiator's in the bargaining environment.

53) A negotiator who employs a(n) be positive or negative.

tactic will experience consequences that may

54) When a negotiator employs an unethical tactic, consequences may arise from judgments and evaluations by those who are the of the tactic—such as members of the opposing negotiating team, constituencies, or even bystanders.

55) Exaggerating, bluffing, or peeking at the other party’s private notes during negotiations can be easily explained away as a(n) action. However, that is interpreted from the actor’s point of view—the victim may not agree.

56) When a negotiator uses an ethically ambiguous tactic and then rationalizes the use with the statement: “The tactic will help avoid negative consequences” or “The tactic will produce good consequences,” they are arguing that the justify the means.

57)

One option you have when dealing with the other party’s use of deception is to ask questions which can reveal a great deal of information, some of which might otherwise have intentionally been left undisclosed.

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58) One option you have when dealing with the other party’s use of deception is to the tactic, indicating to the other side that you know they are bluffing or lying.

Do so tactfully but firmly, and indicate your displeasure.

59)

One option you have when dealing with the other party’s bluffing or lying is to simply it, especially if the deception concerns a relatively minor aspect of the negotiation.

60) A “last resort” strategy when you are dealing with the other party’s use of deception is to respond in - if the other party bluffs, you bluff more.

61) When attempting to detect deception from the other party, creating a “verbal vacuum” that makes the other uncomfortable and gets them to talk and disclose information is the verbal tactic of .

62) When attempting to detect deception, if you lie to the other party by saying “Your sins are about to be uncovered” indicating that you know what they know but will not discuss it, this is the verbal tactic of .

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

63) Define ethics.

64)

What is the difference between ethics and morals?

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65) Drawing on various researchers, the authors offer four standards for evaluating strategies and tactics in business and negotiation. What are the four standards?

66)

Briefly define end-result ethics.

67)

Define social contract ethics.

68)

Briefly describe the difference between prudent and practical.

69) When comprehending and analyzing an ethical dilemma, the first step is developing a complete understanding of the moral problem at hand. With the problem fully defined, the path to a convincing solution travels through what three modes of analysis?

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70)

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What is the implication of the dilemma of honesty?

71) Considering the categories of marginally ethical negotiating tactics, what is the difference between misrepresentation and misrepresentation to opponent's networks?

72)

Contrast misrepresentation by omission with misrepresentation by commission.

73)

What is the purpose of using marginally ethical ambiguous negotiating tactics?

74) What is the primary purpose of explanations and justifications a negotiator may use for using an ethically ambiguous negotiating tactic?

75) A negotiator who employs an unethical tactic will experience consequences that may be positive or negative. The consequences are based on what three aspects of the situation?

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76)

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The use of unethical tactics may provoke what response from the "victim?"

77) What is/are the risks associated with frequent use of the self-serving rationalization process?

78) One of the categories of marginally ethical negotiating tactics is emotional manipulation.

Give an example of this tactic.

79) When trying to determine if the other party is being deceptive, one approach is to ask probing questions. What is one possible drawback to asking probing questions?

80) One way negotiators deal with the other party’s use of deception is to “call” the tactic.

Explain what this means.

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81) One tactic for detecting deception is futility portrayal. Provide an explanation and example of futility portrayal.

82) One tactic for detecting deception is called a chink in the defense. Give an explanation and example for this tactic.

83) The text offers six ways of dealing with the other party’s use of deception. Asking probing questions is one approach. Name three of the remaining five approaches.

84) Provide an explanation and example for the tactic of keeping the status quo in detecting deception by the other party.

85)

When a negotiator detects deception, why is it not advisable to respond in kind?

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Answer Key Test name: Chap 05_7e 1) FALSE 2) FALSE 3) FALSE 4) FALSE 5) TRUE 6) TRUE 7) TRUE 8) TRUE 9) FALSE 10) FALSE 11) TRUE 12) TRUE 13) TRUE 14) TRUE 15) TRUE 16) TRUE 17) TRUE 18) TRUE 19) B 20) B 21) A 22) C 23) D 24) A 25) C 26) D Version 1

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27) C 28) A 29) A 30) A 31) A 32) B 33) C 34) A 35) D 36) B 37) C 38) morals 39) ethics 40) consequences 41) duty 42) contract 43) personalistic 44) prudent 45) truth 46) bluffing 47) emotional 48) trust 49) honesty 50) commission 51) omission 52) power 53) unethical 54) [targets, target] 55) harmless 56) [ends, end] Version 1

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57) probing 58) call 59) ignore 60) kind 61) silence 62) bluffing 63) Ethics are broadly applied social standards for what is right or wrong in a particular situation, or the process for setting those standards.

64) Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards. They differ from morals, which are individual and personal beliefs about what is right and wrong.

65) (1) Choose a course of action on the basis of results I expect to achieve; (2) Choose a course of action on the basis of my duty to uphold appropriate rules and principles; (3) Choose a course of action on the basis of the norms, values, and strategy of my organization or community; and, (4) Choose a course of action on the basis of my personal convictions.

66) End-result ethics is an approach to ethical reasoning which holds that the rightness of an action is determined by evaluating the pros and cons of the action’s consequences.

67) The rightness of an action is based on the customs and norms of a particular society or community.

68) Being prudent in negotiation means to be wise, and trying to understand the efficacy of the tactic and the consequences it might have on the relationship with the other. Being practical means what a negotiator can actually make happen in a given situation.

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69) The three modes of analysis are: (1) a determination of economic outcomes of potential courses of action, (2) a consideration of legal requirements that bear on the situation, and (3) an assessment of the ethical obligations to other involved parties regarding what is “right” and “just” and “fair.”

70) 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.

71) 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.

72) Misrepresentation by omission is failing to disclose information that would benefit the other and misrepresentation by commission is actually lying about the common-value issue.

73) To increase the negotiator's power in the bargaining environment.

74) The primary purpose of these explanations and justifications is to rationalize, explain, or excuse the behavior—to verbalize some good, legitimate reason this tactic was necessary.

75) The three situational aspects are: (1) whether the tactic is effective; (2) how the other person, their constituencies, and audiences evaluate the tactic; and (3) how the negotiator evaluates the tactic.

76) 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 generalize this experience to negotiations with others.

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77) 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.

78) One of the categories of marginally ethical negotiating tactics is emotional manipulation. Give an example of this tactic.

79) While questions can help a negotiator determine whether another is being deceptive, cross-examination may actually increase the seller’s tendency to be deceptive in areas where questions are not being asked.

80) When a negotiator calls the tactic, they indicate to the other side that they know the other party is bluffing or lying. The negotiator should do so firmly, and indicate their displeasure. Remember that mistakenly calling the other party a liar or an unethical negotiator is certainly not the path to a constructive process and fruitful outcome.

81) Negotiators would emphasize the futility and impending danger associated with continued deceit: “The truth will come out someday,” “Don’t dig the hole deeper by trying to cover it up,” “If you try to cover it up, it will only be worse in the future,” “You are all alone in your deception.”

82) If a negotiator is using the chink in the defense tactic, they try to get the other party to admit a small or partial lie about some information, and use this to push for admission of a larger lie: “If you lied about this one little thing, how do I know you have not lied about other things?”

83) The remaining five approaches are forcing the other party to lie or back off; “call” the tactic; discuss what you see and offer to help them change to more honest behaviors; respond in kind; and ignore the tactic.

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84) A negotiator using the tactic of keeping the status quo to detect deception would admonish the other to be truthful in order to maintain their good name. “What will people think?” Appeal to their pride and desire to maintain a good reputation.

85) If the other party bluffs, you bluff more. If they misrepresent, you misrepresent. It simply escalates the destructive behavior and drags you into the mud with the other party.

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CHAPTER 6 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Perception is the process by which individuals connect to their environment. ⊚ ⊚

true false

2) The perceptual process begins with a stimulus and results in behavior but must travel through the three stages of perception: attention, recognition, and recall. ⊚ ⊚

true false

3) Cognition is a “sense-making” process; people interpret their environment so that they can respond appropriately. ⊚ ⊚

true false

4) Environmental complexity makes it impossible to process all the available information, so as perceivers we become selective, tuning in on some stimuli while tuning out others. ⊚ ⊚

true false

5) Stereotyping and halo effects are examples of perceptual distortion by the anticipation of encountering certain attributes and qualities in another person. ⊚ ⊚

true false

6) Perceptual distortion by generalization means that small amounts of information are used to draw large conclusions about individuals. ⊚ ⊚

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7) Projection occurs when one individual assigns attributes to another solely on the basis of the other’s membership in a particular social or demographic category. ⊚ ⊚

true false

8) A perceptual bias is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions. ⊚ ⊚

true false

9) A key issue in perception and negotiation is framing, which can be avoided by using projection. ⊚ ⊚

true false

10) One type of frame is the process frame, or how the parties will go about resolving their dispute. ⊚ ⊚

true false

11) A characterization frame can clearly be shaped by experience with the other party but in conflict, identity frames (of self) tend to be negative while the characterization frames (of others) tend to be positive. ⊚ ⊚

true false

12) Negotiators can use more than one frame and specific frames may be used with certain types of issues.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

13) One cognitive bias in negotiation is the winner’s curse in which a negotiator has a tendency to believe that their ability to be correct or accurate is greater than is actually the case. ⊚ ⊚

true false

14) Information availability is a cognitive bias in negotiation where the negotiator has a tendency to overweight information that is easily recalled or otherwise readily available at the expense of information that is critical but less salient. ⊚ ⊚

true false

15) Negotiators focusing on personal gain are less likely to come under the influence of fixed-pie beliefs and approach the situation competitively. ⊚ ⊚

true false

16) Cognitive biases in anchoring and adjustment are related to the effect of the standard (or anchor) against which subsequent adjustments are made during negotiation. ⊚ ⊚

true false

17) The winner’s curse is 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. ⊚ ⊚

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18) Misperceptions and cognitive biases typically arise from unconscious awareness as negotiator gather and process information. ⊚ ⊚

true false

19) The best advice for managing misperceptions and cognitive biases in negotiation is to be aware these biases exist, understand their negative effects, and be prepared to retaliate. ⊚ ⊚

true false

20) The distinction between mood and emotion is based on three characteristics: specificity, intensity, and stability. ⊚ ⊚

21)

true false

Positive feelings are more likely to lead the parties toward more distributive processes. ⊚ ⊚

true false

22) Negotiators with an integrative orientation tend to be less satisfied with negotiated outcomes than negotiators with a fixed-pie perception of the situation. ⊚ ⊚

true false

23) Negotiators may intentionally manipulate emotion in order to get the other side to adopt certain beliefs or take certain actions. ⊚ ⊚

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MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

24) This term describes the process by which individuals connect to their environment, a sense-making process.

A) B) C) D)

25)

Which of the following lists the stages of the perceptual process in the correct order?

A) B) C) D)

26)

stimulus, translation, attention, recognition, behavior stimulus, behavior, translation, attention, recognition stimulus, attention, recognition, translation, behavior behavior, stimulus, recognition, attention, translation

Which of the following statements is not true of selective perception?

A) B) C) D) readily.

27)

perception cognition emotion bias

Environmental complexity makes it impossible to process all available information.

As perceivers, we select which stimuli to tune in on while tuning out other stimuli.

Selective perception is efficient and accurate.

There are many perceptual shortcuts allowing us to process information more

The halo effect occurs when

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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.

28) When a negotiator singles out certain information that supports or reinforces a prior belief and filters out information that does not conform to that belief, the negotiator is engaging in which perceptual distortion?

A) B) C) D)

29)

projection stereotyping halo effect selective perception

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 ascribe to others the characteristics or feelings that they possess themselves.

30)

Frames are important in negotiation because

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they allow parties to develop separate definitions of the issues. they can be avoided. disputes are often nebulous and open to different interpretations. frames are a rigid, unchanging platform to define the issues.

31) 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) B) C) D)

32)

a strong identity frame a strong aspiration frame a strong outcome frame a strong process frame

Which of the following statements about the use of frames in a negotiation is not true?

A) B) C) D)

Mismatches in frames between parties are sources of conflict.

Parties negotiate differently depending on the frame used in the negotiation.

Negotiators are likely to assume a particular frame because of various factors.

Negotiators use only one frame during a negotiation.

33) Another approach to framing disputes suggests that parties in conflict use one of three frames: interests, rights, and .

A) B) C) D)

power personality issues emotions

34) In a classic study of legal disputes and grievances, it was suggested that these disputes tend to be transformed through a process of

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A) B) C) D)

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naming, blaming, and claiming. interests, rights, and power. attention, recognition, and translation. perception, cognition, and emotion.

35) Which of the following answer options is not a stage in the three-stage process called formula/detail? Often used in diplomatic negotiations, this process starts by developing broad objectives upon which they agree, then working toward detailed points of agreement.

A) B) C) D)

resolution diagnosis formula detail

36) This process is critical to issue development and includes changes to the thrust, tone, and focus of a conversation as the parties engage in it.

A) B) C) D)

37)

perception reframing cognition emotional intelligence

The irrational escalation of commitment is a cognitive bias that 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 behavior on his/her part.

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38)

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Which of the following is not a cognitive bias?

A) B) C) D)

the irrational escalation of commitment the belief that the issues under negotiation are all "fixed pie" the process of anchoring and adjustment in decision making the winner's circle

39) Frames can lead people to seek, avoid, or be neutral about risk in negotiation. Which of the following statements about issue framing and risk is true?

A) Negotiators are more risk-averse when a decision problem is framed as a possible loss.

B) Negotiators are more risk-seeking when a decision problem is framed as a possible gain.

C) Negotiators may overreact to a perceived loss when they might react positively to the same situation if it is framed as a perceived gain.

D) When negotiators are risk-seeking, they are more likely to accept any viable offer simply because they are afraid of losing.

40) Which of the following cognitive biases can lead negotiators to discount the worth or validity of the judgment of others?

A) B) C) D)

41)

overconfidence mythical fixed-pie beliefs anchoring and adjustment availability of information

The endowment effect

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A) is the process of making attributions to the person or the situation.

B) is the process of drawing conclusions from small sample sizes.

C) is when negotiators believe their ability to be correct or accurate is greater than is actually true.

D) is the tendency to overvalue something you own or believe you possess.

42) To overcome the negative effects of misperception and cognitive biases in negotiation, a negotiation should be aware of the existence of these biases, understand their negative effects, and

A) B) C) D)

know how to retaliate. be prepared to discuss them when appropriate. know when to fight the effects and when to ignore the effects. be prepared to withstand the effects.

43) Which of the following tactics is not offered as advice on how to deal with an opponent who brings negative emotion to the negotiating table?

A) B) C) D)

44)

turn the table reflect the emotion back to the other party anchor and adjust the reference point separate the emotion from its expression

The distinction between mood and emotion is based on three characteristics: specificity, , and duration.

A) B) C) D)

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Agitation-related emotions result from feeling

A) B) C) D)

anxious, disappointed, or frustrated. anxious, fearful, or threatened. threatened, frustrated, or dissatisfied. fearful, anxious, or disappointed.

46) Which of the following statements about how emotion plays a part in negotiation is accurate?

A) B) C) D)

Negotiations only create negative emotions.

Positive feelings do not promote persistence.

Negative feelings may create positive outcomes.

Positive emotion may result from impasse.

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

47) A process by which individuals connect to their environment, is a process called - it is a “sense-making” process; people interpret their environment so they can respond appropriately.

48)

Negotiators use information to make decisions about tactics and strategy—the process of .

49) In social encounters, we experience and express even while negotiating.

when we interact with others,

50) In the perceptual process, stimulus is the first step and is exhibited in the last step of the process, while the three steps in the perception process lie in between.

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51) Selective perception occurs through a number of perceptual process information more readily.

that allow us to

52) Stereotyping and halo effects are examples of perceptual distortion by amounts of information are used to draw large conclusions about individuals.

: small

53) Selective perception and are forms of distortion that involve anticipating certain attributes and qualities in another person.

54) When the perceiver singles out certain information that supports or reinforces a prior belief and filters out information that does not conform to that belief, the perceiver is using perception.

55) When a person assigns to others the characteristics or feelings that they possess themselves, is occurring.

56) A is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

57) There are several types of frames in various contexts. One of these frames is a predisposition toward satisfying a broader set of interests or needs in negotiation rather than focusing on a specific outcome.

58) Two negotiators may be speaking to each other from different frames, using different content in the same frame, or using different levels of abstraction. This is a in frames and a ready source of conflict.

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59) Parties have a choice about how they approach a negotiation in terms of interests, rights, and ; the same negotiation can be framed in different ways and will likely lead to different consequences.

60) Critical to issue development is the process of focus of a conversation as the parties engage in it.

- changes to the thrust, tone, and

61) Negotiators, like all decision makers, have a tendency to make systematic errors when they process information. These errors, collectively labeled biases, are numerous.

62) One cognitive bias in negotiation is the effect where negotiators have a tendency to inflate the value of something they own or have in their possession.

63) Negotiators sometimes irrationally make decisions that stick with a failing course of action, a phenomenon known as of commitment.

64) The theory holds that people are more risk-averse when a decision problem is framed as a possible gain, and they are more risk-seeking when it is framed as a loss.

65) One cognitive bias in negotiation is that of devaluation, or the process of devaluing the other party’s concessions simply because the other party made them.

66) The first level of managing perceptual and cognitive bias is to be occur.

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67) The distinction between mood and emotion is based on three characteristics: specificity, intensity, and .

68) Dejection-related emotions result from feeling disappointed, frustrated, or dissatisfied, while -related emotions result from feeling anxious, fearful, or threatened.

69) As a negotiator, comparing your outcome to the outcome the other negotiator just received is called a(n) social comparison.

70)

One method of dealing with an opposing negotiator full of negative emotion is to turn the by putting yourself in their position, and asking yourself why the other person would behave as they do.

71) Negotiators may make (higher/lower) demands and (more/less) concessions when they perceived their opponent’s display of anger to be appropriate for the situation.

72) Psychologists regard the ability to perceive and regulate emotions as a stable individual difference known as emotional .

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

73) What are the five sequential steps in the perceptual process?

74)

Define perceptual distortion by generalization.

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75)

Define perceptual distortion by generalization.

76)

Briefly define stereotyping.

77)

Briefly describe how halo effects are similar but different than stereotypes.

78)

How does projection occur?

79)

A key issue in perception and negotiation is framing. What is framing?

80) Briefly describe a process frame. When a negotiator has a strong process frame, what are their concerns during the negotiation?

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81) Briefly describe an outcome frame. Negotiators with a strong outcome frame primarily engage in which type of negotiation?

82) One approach to framing disputes suggests that parties in conflict use one of three frames: interests, rights, and power. Briefly describe these three frames.

83) A classic study of legal disputes and grievances suggested that these disputes tend to be transformed through a process of “naming, blaming, and claiming.” When do each of these occur?

84) Critical to issue development is the process of reframing. Briefly describe the process of reframing.

85)

Briefly define cognitive biases.

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86) How does “prospect theory” work in regards to risk and the framing of a decision problem?

87)

What is the best remedy for the winner's curse?

88)

Describe the double-edged effect of overconfidence.

89) Perceptual error of a self-serving nature may involve distortions in the evaluation of information. One example is the false-consensus effect. Briefly describe this effect.

90) More research is needed to provide negotiators with advice about how to overcome the negative effects of misperception and cognitive biases in negotiation. Until then, negotiators should follow three pieces of simple advice. What are three pieces of advice?

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91)

Describe the difference between a mood state and an emotion state.

92)

Contrast dejection-related emotions with agitation-related emotions.

93) Describe how positive feelings are more likely to lead the parties toward more integrative processes.

94) Describe how negative emotions may lead parties to define the situation as competitive or distributive.

95) Does using anger during negotiation work the same for powerful negotiators versus lowpower negotiators?

96) Why would negotiators strategically and manipulatively use emotion as an influence tactic in negotiations? When could it be successful?

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Answer Key Test name: Chap 06_7e 1) TRUE 2) FALSE 3) FALSE 4) TRUE 5) FALSE 6) TRUE 7) FALSE 8) FALSE 9) FALSE 10) TRUE 11) FALSE 12) TRUE 13) FALSE 14) TRUE 15) FALSE 16) TRUE 17) TRUE 18) FALSE 19) FALSE 20) FALSE 21) FALSE 22) FALSE 23) TRUE 24) A 25) C 26) C Version 1

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27) B 28) D 29) D 30) C 31) C 32) D 33) A 34) A 35) A 36) B 37) D 38) D 39) C 40) A 41) D 42) B 43) C 44) D 45) B 46) C 47) [perception, perceptions] 48) cognition 49) [emotion, emotions] 50) behavior 51) shortcuts 52) generalization 53) projection 54) selective 55) projection 56) frame Version 1

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57) aspiration 58) mismatch 59) power 60) reframing 61) cognitive 62) endowment 63) escalation 64) prospect 65) reactive 66) aware 67) duration 68) agitation 69) internal 70) table 71) [lower, more] 72) intelligence 73) The five steps in the perceptual process are stimulus, attention, recognition, translation, and behavior.

74) Perceptual distortion by generalization occurs when small amounts of perceptual information are used to draw large conclusions about individuals.

75) Perceptual distortion by generalization occurs when small amounts of perceptual information are used to draw large conclusions about individuals.

76) 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.

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77) Halo effects in perception are similar to stereotypes but stereotypes use a person’s group membership as a basis for classification. Halo effects occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

78) 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.

79) A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

80) A process frame involves how the parties will go about resolving their dispute. Negotiators who have a strong process frame are less concerned about the specific negotiation issues and more concerned about how the deliberations will proceed, or how the dispute should be managed. When the major concerns are largely procedural rather than substantive, process frames will be strong.

81) 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.

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82) An interests frame refers to how people talk about their negotiating positions but often what is at stake is their underlying interests. Parties who focus on interests in a dispute are often able to find ways to resolve that dispute. When using the rights frame, negotiators may be concerned about who is “right.” That is, who has legitimacy, who is correct, or what is fair. 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. When using the power frame, negotiations are sometimes based on who is physically stronger, but more often it is about imposing other types of costs—economic pressures, expertise, legitimate authority, and so on.

83) Naming occurs when parties in a dispute label or identify a problem and characterize what it is about. Blaming occurs next, as the parties try to determine who or what caused the problem. Finally, claiming occurs when the individual who has the problem decides to confront, file charges, or take some other action against the individual or organization that caused the problem.

84) Reframing is changes to the thrust, tone, and focus of a conversation as the parties engage in it. Reframing is a dynamic process that may occur many times in a conversation as parties challenge each other or search for ways to reconcile seemingly incompatible perspectives.

85) Negotiators have a tendency to make systematic errors when they process information. These errors are collectively labeled cognitive biases.

86) The prospect theory holds that people are more risk-averse when a decision problem is framed as a possible gain, and they are risk-seeking when it is framed as a loss.

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87) Prevent it from occurring. Thorough investigation and preparation provides negotiators with independent verification of the worth of the settlement.

88) (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.

89) The false-consensus effect is a tendency to overestimate the degree of support and consensus that exists for one’s own position, opinions, or behaviors.

90) Negotiators should be aware of the existence of these biases, understand their negative effects, and be prepared to discuss them when appropriate with one’s own team and with counterparts.

91) 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.

92) Dejection-related emotions result from feeling disappointed, frustrated, or dissatisfied, while agitation-related emotions result from feeling anxious, fearful, or threatened.

93) Negotiators who feel positive emotions toward each other are more likely to try, and feel successful at, shaping integrative agreements. In addition, negotiators who feel positive emotions are more likely to be flexible in how they arrive at a solution to a problem and hence may be less likely to get caught up in escalating their commitment to a single course of action.

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94) A negative mood increases the likelihood that the actor will increase belligerent behavior toward the other. In a negotiation situation, this negative behavior is most likely to take the shape of a more distributive posture on the issues.

95) No. Negotiators who were relatively powerful benefited from being angry. They were more cognitively focused and assertive and, as a result, claimed more value in the deal. For low-power negotiators, being angry made them less focused, leading to poorer outcomes.

96) Negotiators may intentionally manipulate emotion in order to get the other side to adopt certain beliefs or take certain actions. Negotiators may feel more confident using emotional tactics than other forms of deception. The success of these sorts of emotional tactics depends on whether the other party perceives the emotional display as authentic.

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CHAPTER 7 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Strong alternatives confer a strategic advantage, but only if the other party is aware of those alternatives. ⊚ ⊚

true false

2) The most important communication during negotiation involves messages that convey the parties’ offers and counteroffers and signal their preferences. ⊚ ⊚

true false

3) Research findings suggest that negotiators with an attractive BATNA should politely (even subtly) tell the other party about it if they expect to receive its full benefits. ⊚ ⊚

true false

4) Research suggests that negotiators should be cautious about sharing their outcomes or even their positive reactions to outcomes with the other party, especially if they are going to negotiate with that party again in the future. ⊚ ⊚

true false

5) At times, communication during negotiation consists of pragmatic accounts, which are explanations made to the other party, especially when negotiators need to justify bad news. ⊚ ⊚

true false

6) Mitigating 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.

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⊚ ⊚

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true false

7) When negotiators use explanations of exonerating circumstances, they are suggesting they had no choice in taking the positions they did. ⊚ ⊚

true false

8) Generally, negotiators seeking to break out of a conflict spiral should reciprocate contentious communication to the other party. ⊚ ⊚

true false

9) The tone of the conversation during the first few minutes of negotiation matters: the more negotiators speak with emphasis, varying vocal pitch and volume, the worse they do and the better the other party does. ⊚ ⊚

10)

true false

Having more information automatically translates into better negotiation outcomes. ⊚ ⊚

true false

11) The meaning conveyed by a proposition or statement is a combination of one pragmatic surface message and several logical (i.e., hinted or interred) messages. ⊚ ⊚

true false

12) Low verbal immediacy is intended to engage or compel the other party, while high verbal immediacy is intended to create a sense of distance or aloofness.

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⊚ ⊚

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true false

13) High levels of language intensity are used to convey strong feelings in the recipient, while low intensity conveys weak feelings. ⊚ ⊚

true false

14) Linguistic patterns early in the negotiation help define issues in ways that may help the parties discover integrative possibilities later on. ⊚ ⊚

true false

15) In nonverbal communication, three important attending behaviors are eye contact, body position, and encouraging. ⊚ ⊚

16)

true false

A lack of eye contact is a reliable way to tell if someone is being deceitful. ⊚ ⊚

true false

17) The use of network-mediated information technologies in negotiation is sometimes referred to as social bandwidth. ⊚ ⊚

true false

18) Three main techniques are available for improving communication in negotiation: the use of questions, reframing, and role reversal.

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⊚ ⊚

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true false

19) One type of question a negotiator might use is a directive question which focuses on a specific point. ⊚ ⊚

true false

20) One of the three major forms of listening is acknowledgement involving the reception of a message while providing no feedback to the sender about the accuracy or completeness of reception. ⊚ ⊚

true false

21) Arguing consistently for one particular position can impede negotiators from recognizing the possible compatibility between their own position and that of the other party. ⊚ ⊚

true false

22) As negotiations move toward a close, negotiators must attend to two key aspects of communication and negotiation simultaneously: the avoidance of fatal mistakes and the achievement of satisfactory closure in a constructive manner. ⊚ ⊚

true false

23) One way of avoiding a fatal mistake at the close of negotiations is to reduce the agreement to written form. ⊚ ⊚

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24) Achieving closure in negotiation involves making decisions and the process for making such decisions can be divided into four key elements: framing, reframing, coming to conclusions, and learning from feedback. ⊚ ⊚

true false

25) During the decision-making processes at the end of negotiations, the learning (or failing to learn) from feedback, is largely a communication issue. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

26) Which of the following answer options is not one of the five categories of communication offered during negotiation?

A) B) C) D)

logical/pragmatic offers and counteroffers communication about process social accounts/explanations

27) When conflict intensifies, risking progress, conversation about conflict spiral and restore a constructive tone or approach.

A) B) C) D)

may interrupt a

alternatives process outcomes explanations

28) The negative effects of relatively poor outcomes can be alleviated when the other party offers

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29)

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information about alternatives. information about outcomes. communication about process. social accounts/explanations.

A communication framework for negotiation is based on the assumptions that

A) B) C) D)

the communication of offers is a static process, unchanging over time. the offer process is interactive, bargainers influence each other. this process widens the bargaining range. every negotiator has a BATNA.

30) Which of the following statements is true of alternatives, or a BATNA, in a negotiating situation?

A) The BATNA offering the most benefits is one unknown to the other party.

B) When both parties are aware of the attractive BATNA that one negotiator has, that negotiator receives a less positive negotiation outcome.

C) Negotiators with attractive BATNAs set lower reservation prices for themselves.

D) Negotiators whose counterparts have attractive BATNAs set lower reservation points for themselves.

31) When a negotiator offers this type of explanation they are suggesting that while their current position may appear negative, it derives from positive motives, such as an honest mistake.

A) B) C) D)

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32) Communication during negotiation sometimes consists of explanations made to the other party. One type of explanation is an explanation of mitigating 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 who use multiple explanations are more likely to have better outcomes.

33) Which of the following statements concerning the characteristics of language in negotiation is not true?

A) The meaning conveyed by a statement is a combination of one pragmatic surface message and several logical (i.e., hinted or inferred) messages.

B) The pragmatic level of communication appears in semantics, syntax, and style.

C) The logical level generally appears in proposals or offers.

D) In negotiation, language operates at two levels: the logical, and the pragmatic.

34)

Which of the following is not one of the five linguistic dimensions of making threats?

A) B) C) D)

35)

the use of polarized language the conveyance of verbal immediacy the degree of lexical diversity the extent of low-power language style

Which of the following nonverbal acts is not an attending behavior?

A) B) C) D)

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36) Some nonverbal acts let the other know that you are listening and prepare the other party to receive your message, these are called

A) B) C) D)

exonerating circumstances. social accounts. language style. attending behaviors.

37) Of the examples of alternatives to face-to-face communication provided, which of them has the greatest social bandwidth?

A) B) C) D)

the written word an audio-only phone conversation email videoconference

38) Which of the following actions is not a rule for maximizing effectiveness when negotiations occur in virtual environments?

A) B) C) D)

pick the most effective channel use flaming when you must express emotion synchronize offers and counteroffers ask questions to clarify assumptions

39) Three main techniques are available for improving communication in negotiation: the use of questions, listening, and

A) B) C) D)

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40)

Which of the following are types of manageable questions?

A) B) C) D)

41)

cool question. close-out question. directive question. window question.

Which of the following options is not one of the three major forms of listening?

A) B) C) D)

43)

close-out questions leading questions impulse questions loaded questions

An example of an unmanageable question during negotiation is a

A) B) C) D)

42)

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acknowledgement feedback passive listening active listening

In 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.

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44) Special communication considerations arise at the close of negotiation, one being to avoid any fatal mistakes at this stage. Which of the following is not a technique used for avoiding fatal mistakes?

A) keep your BATNA a secret until this stage of the negotiation B) know when to shut up to avoid surrendering important information needlessly C) refrain from making dumb remarks that push a wavering counterpart away from the agreement D) reduce the agreement to written form

45) Achieving closure in negotiation involves making decisions. Such decision-making processes can be divided into four key elements. Which of the following is not one of those four key elements?

A) B) C) D)

46)

gathering intelligence coming to conclusions framing role reversal

Learning (or failing to learn) from feedback, is largely a

A) B) C) D)

communication issue. framing issue. personal flaw. power style.

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

47) When examining communication during negotiation, convey the negotiator’s motives and preferences, which in turn influence actions of the other party.

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48) Negotiators with an attractive to receive its full benefits.

should tell the other party about it if they expect

49) Negotiators should be cautious about sharing even positive reactions to with the other party, especially if they are going to negotiate with that party again in the future.

50) At times, communication during negotiation consists of accounts, which are explanations made to the other party, especially when negotiators need to justify bad news.

51) Explanations of taking the position they did.

circumstances suggest that the negotiator had no choice in

52) When a negotiator uses a(n) explanation, they attempt to explain the outcomes by changing the context, such as short-term pain for long-term gain.

53) Effective negotiators are (adaptive/consistent) in their negotiating strategy and style, but with communication patterns, negotiators are more likely to be (adaptive/consistent) .

54) The information-iseffect suggests that receiving too much information during negotiation may be detrimental to negotiators.

55) In negotiation, language operating at the offers.

level usually appears in proposals and

56) In negotiation, language operating at the syntax, and style.

level is displayed in semantics,

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57) When negotiators use language, they use positive words when speaking of their own positions, and negative words when referring to the other party’s position.

58) Some nonverbal acts, called behaviors, are particularly important in connecting with another person during negotiation; they let the other know that you are listening and prepare the other party to receive your message.

59) When persuading someone, it is important to make eye most important part of the message.

when delivering the

60)

The key variation that distinguishes one communication channel from another is social - the ability of a channel to carry and convey subtle social and relational cues from sender to receiver that go beyond the literal text of the message itself.

61) Three main techniques are available for improving communication in negotiation: the use of questions, , and role reversal.

62) Asking questions prepares the other person’s thinking for further questions, gets information, and generates thoughts.

63) Asking questions causes difficulty, gives information, and brings the discussion to a false conclusion.

64) There are many types of questions used in negotiation, and one type is a(n) question which flatters the opponent at the same time you are asking for information.

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65) There are many types of questions used in negotiations, and one type is a(n) question which puts the other party on the spot, regardless of the answer.

66) There are many types of questions used in negotiation, one type is a(n) question, which appears to require a frank answer but really is loaded in its meaning.

67) There are three major forms of listening: passive listening, listening.

, and active

68) When a receiver restates or paraphrases the sender’s message in their own language, the receiver is exhibiting the form of listening.

69) One major form of listening is listening which involves receiving a message while providing no feedback to the sender about the accuracy or completeness of reception.

70) 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.

71)

One way to avoid a mistake at the close of negotiations is to reduce the agreement to form.

72) Achieving in negotiation generally involves making decisions to accept offers, to compromise priorities, to trade off across issues with the other party, or some combination of these elements.

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SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

73) What are the five categories of communication negotiators communicate during negotiation?

74)

A communication framework for negotiation is based on what assumptions?

75) The existence of an attractive BATNA changed three things in a negotiation. What are the three changes?

76)

Briefly define social accounts in negotiation.

77) The text provides three types of explanations that are of importance. What are those three types of explanations?

78)

Briefly describe an explanation of exonerating circumstances.

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79)

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Briefly describe the "information is weakness" effect.

80) In negotiation, language operates at two levels. What are those two levels and how or when are they used?

81) Threats, which on the surface seem straightforward enough as negotiation gambits, are actually complex and nuanced when analyzed in terms of the specific elements of language used within them. What are the five linguistic dimensions of making threats?

82) How can using the five linguistic dimensions make threats more credible and compelling?

83) Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation. Why?

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84)

Define social bandwidth.

85)

What three main techniques are available for improving communication in negotiation?

86)

What are the three major forms of listening?

87)

What is passive listening? How can this be a good strategy in negotiation?

88)

Briefly describe acknowledgment as a form of listening.

89)

What is a good indication of someone who is actively listening?

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90) In negotiation, there are manageable questions and unmanageable questions. Name three manageable questions and three unmanageable questions.

91) 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?

92) As negotiations come to a close, what are the two key aspects of communication and negotiation that negotiators must attend to simultaneously?

93) Achieving closure in negotiation involves making decisions. Such decision-making processes can be divided into four key elements. What are those four key elements?

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Answer Key Test name: Chap 07_7e 1) TRUE 2) TRUE 3) TRUE 4) TRUE 5) FALSE 6) FALSE 7) FALSE 8) FALSE 9) TRUE 10) FALSE 11) FALSE 12) FALSE 13) TRUE 14) TRUE 15) TRUE 16) FALSE 17) FALSE 18) FALSE 19) TRUE 20) FALSE 21) TRUE 22) TRUE 23) TRUE 24) FALSE 25) TRUE 26) A Version 1

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27) B 28) D 29) B 30) D 31) B 32) A 33) A 34) D 35) C 36) D 37) D 38) B 39) B 40) B 41) B 42) B 43) C 44) A 45) D 46) A 47) [offers, counteroffers] 48) [BATNA, alternative] 49) [outcomes, outcome] 50) social 51) mitigating 52) reframing 53) [adaptive, consistent] 54) weakness 55) logical 56) pragmatic Version 1

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57) [polarized, polarizing] 58) attending 59) contact 60) [bandwidth, presence] 61) listening 62) manageable 63) unmanageable 64) treat 65) loaded 66) trick 67) acknowledgement 68) active 69) passive 70) reversal 71) written 72) closure 73) The five categories of communication are: offers and counteroffers, information about alternatives, information about outcomes, social accounts/explanations, and communication about process.

74) (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.

75) (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.

76) Social accounts are explanations made to the other party, especially when negotiators need to justify bad news.

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77) Three types of explanations are important: explanations of mitigating circumstances, explanations of exonerating circumstances, and reframing explanations.

78) An explanation of exonerating circumstances is where negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative, it derives from positive motives, so it was an honest mistake.

79) Negotiators who know the complete preferences of both parties will have more difficulty determining fair outcomes than will negotiators who do not have this information.

80) The logical level is used for proposals or offers and the pragmatic level is used in semantics, syntax, and style.

81) The use of polarized language, the conveyance of verbal immediacy, the degree of language intensity, the degree of lexical diversity, the extent of high-power language style.

82) Threats can be made more credible and more compelling by negatively polarized descriptions of the other party and his or her position, high immediacy, high intensity, high lexical diversity, and a distinctively high-power style.

83) Because they let the other know that you are listening and prepare the other party to receive your message.

84) The ability of a channel to carry and convey subtle social and relational cues from sender to receiver that go beyond the literal text of the message itself.

85) The use of questions, listening, and role reversal.

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86) The three major forms of listening are passive listening, acknowledgment, and active listening.

87) 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.

88) Acknowledgment is slightly more active than passive listening.

When acknowledging, receivers occasionally nod their heads, maintain eye contact, or interject responses like “I see.” These responses are sufficient to keep communicators sending messages, but a sender may misinterpret them as the receiver’s agreement with his or her position, rather than as simple acknowledgments of receipt of the message.

89) When receivers are actively listening, they restate or paraphrase the sender’s message in their own language.

90) Manageable questions include: open-ended, open, leading, cool, planned, treat, window, direct, and gauging.

Unmanageable questions include: close-out, loaded, heated, impulse, trick, and reflective trick.

91) This tool may be most useful during the preparation stage of negotiation, or during a team caucus when things are not going well.

92) The avoidance of fatal mistakes and the achievement of satisfactory closure in a constructive manner.

93) The four key elements of such decision-making processes are framing, gathering intelligence, coming to conclusions, and learning from feedback.

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CHAPTER 8 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Power is defined in the text as the tactics used to exert influence over the other party in the service of achieving the best deal most commonly only for the self. ⊚ ⊚

true false

2) Seeking power in negotiation usually arises from one of two perceptions: the negotiator believes they currently have less power than the other party, or the negotiator believes they need more power than the other party. ⊚ ⊚

true false

3) When comparing three strategic negotiation approaches (interests, rights, and power), the negotiator with a focus on interestsmay draw upon an existing contract to resolve a dispute. ⊚ ⊚

true false

4) When comparing the three strategic negotiation approaches of interests, rights, and power; interests tactics may be the most useful when the other party refuses to negotiate or when negotiations have broken down and need to be restarted. ⊚ ⊚

true false

5) Whendiscussing the strategic negotiating approaches of interests, rights, and power—to avert a conflict spiral, start by reciprocating messages involving rights or power and then shift the conversation to interests. ⊚ ⊚

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6) The interpersonal dynamics of the “power with” relationship can be benign and supportive, as in many mentoring relationships. ⊚ ⊚

true false

7) When one negotiator has a “power over” perspective of the other negotiator, the recipient may feel powerless and more dependent on the power holder for outcomes. ⊚ ⊚

8)

true false

When one negotiator has a “power with” perspective, they are dominant and coercive. ⊚ ⊚

true false

9) A party with power that can induce another to do something they otherwise would not do, is showing “power with” the other person. ⊚ ⊚

true false

10) Common sources of contextual power include the availability of BATNAs and organizational and national culture. ⊚ ⊚

true false

11) Expert power is derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes. ⊚ ⊚

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12) When comparing the five sources of power, information power is likely the most important source of power in negotiation. ⊚ ⊚

true false

13) If power is based on personality and individual differences, personality traits will affect how individuals acquire and use power. ⊚ ⊚

true false

14) For a powerful negotiator, anger is helpful—it focuses their attention on what they want and leads them to be more assertive and to claim more value in a competitive negotiation. ⊚ ⊚

15)

Legitimate power functions with or without obedience or the consent of the governed. ⊚ ⊚

16)

true false

true false

In organizations, resources are generally only one thing, money. ⊚ ⊚

true false

17) The person occupying a certain position, even without a formal title or office, may hold major leverage if they control the resources flowing through that particular location in the structure. ⊚ ⊚

18)

true false

Three key aspects of networks shape power: tie strength, tie content, and information.

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⊚ ⊚

19)

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true false

Cooperative goals lead the parties to pursue a “power over” orientation. ⊚ ⊚

true false

20) Referent power is often based on an appeal to common experiences, common past, common fate, or membership in the same groups. ⊚ ⊚

21)

true false

A BATNA is an example of a source of power based on relationships. ⊚ ⊚

true false

22) 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, which may change the power dynamics. ⊚ ⊚

true false

23) One piece of advice for lower-power parties who must deal with high-power partners is to make yourself smaller using the “divide and conquer” approach. ⊚ ⊚

true false

24) A low-power negotiation can achieve much higher outcomes if they make themselves bigger using aggressive tactics.

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⊚ ⊚

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true false

25) When dealing with an opposing negotiation with more power, relying on the single opponent and creating a make-or-break deal with them leaves you (the low-power party) highly vulnerable. ⊚ ⊚

true false

26) When you are the low-power party, use the power of competition to leverage power—if you have something to offer, make sure to offer it to more than one high-power party. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

27) The capabilities negotiators can assemble to give themselves an advantage or increase the probability of achieving their objectives, defines

A) B) C) D)

leverage tactics. power. influence. posture.

28) Many of the tactics of distributive bargaining and integrative negotiation are used to exert influence over the other party in the service of achieving the best deal, most commonly only for the self. These tactics are called

A) B) C) D)

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power over tactics. influence tactics. leverage tactics. dirty tactics.

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29)

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Tactics designed to create power equalization are often employed as a way to

A) B) C) D)

gain advantage in a distributive bargaining situation. block the other's power moves. level the playing field. diminish the expert power of the other party.

30) When a negotiator seeks to resolve a dispute by drawing upon legal standards and community standards, the negotiator is focusing on which strategic approach?

A) B) C) D)

power interests rights coercion

31) A negotiator focusing on strives to learn about the other’s priorities as a way to work toward a mutually satisfying agreement that creates value.

A) B) C) D)

interests power rights advantage

32) When a negotiator uses threats or other means to try to coerce the other party into making concessions, the negotiator is focusing on this strategic approach.

A) B) C) D)

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rights interests power values

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33)

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The receiver who experiences power from a “power with” perspectivewill feel

A) B) C) D)

empowered. dependent. powerless. coerced.

34) When a manager wants better employee participation, a broad delegation of authority, and employees with a greater capacity to act with autonomy and personal integrity, they should use power from the

A) B) C) D)

35)

influence perspective. rights perspective. ”power with” perspective. ”power over” perspective.

Information as a source of power is

A) the accumulation and presentation of data intended 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.

36)

Expert power is

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an informational source of power. power based on personality and individual differences. a contextual source of power. power based on position in an organization.

37) Individuals have different psychological orientations to social situations. Three such orientations are paramount:

A) B) C) D)

informational, contextual, and relationship-based. coercive, legitimate, and referent. cognitive, motivational, and moral. interests, rights, and power.

38) The belief that power is distributed relatively equally across various groups, which compete and bargain for a share of the continually evolving balance of power is which type of ideological frame of reference?

A) B) C) D)

the idealist frame the unitary frame the radical frame the pluralist frame

39) Individuals with this psychological orientation to social situations focuses on differences rooted in needs of the personality rather than in ideology.

A) B) C) D)

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cognitive orientation motivation orientation pluralist orientation moral orientation

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40) The notion that “power corrupts” and leads the power holder to abuse their power in a negotiation is not always true; a strong can moderate this tendency.

A) B) C) D)

moral identity competitive disposition motivational orientation radical frame

41) Two major sources of power derived from traditional organizational hierarchy are legitimate power and

A) B) C) D)

42)

referent power. resource power. information power. expert power.

Which of the following statements about legitimate power is false?

A) Legitimate power is at the foundation of our social structure flexibility.

B) Legitimate power is acquired in only one way, appointment or promotion to a titled position.

C) Legitimate power cannot function without obedience.

D) If is not uncommon for legitimate powerholders to accumulate other power sources to fortify their power base.

43) A strong social norm that says we have an obligation to help others who cannot help themselves and are dependent on us, is the

A) B) C) D)

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legitimate power of compensation. legitimate power of reciprocity. legitimate power of equity. legitimate power of responsibility.

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44)

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Which of the following answer options is not a form of money as a resource?

A) B) C) D)

grants expense accounts raw materials salary

45) The story about the new faculty member who might decide to volunteer to head up the "speakers" program for faculty seminars because it would put him in the center of many communications about the weekly presentations is illustrative of network structure through

A) B) C) D)

46)

flexibility. visibility. coalition. centrality.

The concept of criticality in a communication network involves

A) the degree to which the key individual can exercise discretion in how certain decisions are made or who gains access.

B) how visible the task performance is to others in the organization.

C) the amount of information that passes through a node, the number of transactions that occur through the node, or the degree to which the node is central to managing information.

D) the essentiality of the information that flows through the node to the organization's mission, major task, or key product.

47) In which of the following five aspects of network structure would you find the role of a gatekeeper?

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criticality centrality flexibility visibility

48) When networks are a source of power, what three key aspects of networks shape that power?

A) B) C) D)

line flow, node power, and personal relationships tie flow, node strength, and tools of power tie strength, tie content, and network structure line content, node strength, and interactions

49) Cooperative goals tend to shape the "power with" orientation, even between superiors and subordinates. These goals induce higher expectations of all but one of the following. Which one?

A) B) C) D)

50)

to perform effectively and achieve common objectives to reinforce or enhance existing power differences for more assistance and greater support for more trusting and friendly attitudes

Negative referent power is often used when parties seek to create

A) B) C) D)

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distance or division between themselves and others or to label the other. contextual power for themselves. an appeal to common experiences, or membership in the same groups. legitimate power for themselves.

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51) 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) B) C) D)

contextual informational structural personality and individual differences

52) 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 limiting whom you can do business with. This is an example of which piece of advice?

A) B) C) D)

never do an all-or-nothing deal make yourself bigger build momentum by doing deals in sequence constrain yourself

53) Which of the following options is a viable piece of advice for negotiators who find themselves the lower-power party in the negotiation process?

A) B) C) D)

make the other party bigger make yourself smaller constrain the other party ask lots of diagnostic quesitons

54) Which of the following options is not a wise choice of action for a negotiator in a lowpower position?

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A) B) C) D)

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diversify risk by entering into deals with several other partners deal with a variety of individuals and departments in the high-power party use anger to make yourself bigger limit the ways you can do business or with whom you can do business

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

55) The definition of is the capabilities negotiators can assemble to give themselves an advantage or increase the probability of achieving their objectives.

56) Many of the tactics of distributive bargaining and integrative negotiation are tactics—tactics used to exert influence over the other party in the service of achieving the best deal, most commonly only for the self.

57)

Most negotiators believe that power is important because it gives one negotiator a(n) over the other party.

58) Seeking power in negotiation usually arises from one of two perceptions: either the negotiator believes they currently have (more/less) power than the other party, or the negotiators believes they need (more/less) power than the other party to increase the probability of securing a desired outcome.

59) Of the three different strategic approaches to negotiation—interests, rights, and power, the negotiator is focusing on when they seek to resolve a dispute by drawing upon rules or standards grounded in principles of law, community standards of fairness, or perhaps an existing contract.

60) Of the three different strategic approaches to negotiation (interests, rights, and power), negotiators focus on when they use threats or other means to try to coerce the other party into making concessions.

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61) To have “power ” another person means the party with power can induce another to do something they otherwise would not do.

62) When the power holder jointly develops and shares power with the other party, this suggests the power holder has a “power ” perspective of power.

63) Of the five major types of power, power is derived from the respect or admiration one commands because of attributes like personality, integrity, and interpersonal style.

64) One of the major sources of power, power can be derived from the availability of BATNAs, organizational and national culture, or the availability of agents, constituencies, and audiences who can directly or indirectly affect the outcomes of the negotiation.

65) One major source of power is -based power, which may lead to several kinds of leverage, including: legitimate power, reward power, and punishment power.

66) When defining power based on personality and individual differences, five orientations are possible: , motivational, moral, skills and moods.

67) Those with a cognitive orientation to power show one of three types of ideological perspectives: the unitary frame, the frame, and the pluralist frame, characterized by belief that power is distributed relatively equally across various groups, which compete and bargain for a share of the evolving balance of power.

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68) There are two major sources of power based on position in traditional organizational hierarchy: power, grounded in the specific title, duties, and responsibilities of a job description and “level” within an organizational hierarchy, and resource power, based on the control over resources associated with that position.

69)

The ability to control and dispense

is a major power source in organizations.

70) (

In a network, the lines (ties) represent flows and connect individuals or groups ) who actually interact or need to interact with each other in the organization.

71)

Three key aspects of networks shape power: tie strength, tie content, and network .

72) When examining power based on relationships, two types of power discussed in the text are: goal interdependence and power.

73) When examining goal interdependence, cooperative goals tend to shape the “power with” orientation, while goals lead the parties to pursue a “power over” orientation.

74) When considering national culture as a contextual source of power, a key dimension that distinguishes national cultures from each other is power .

75) One piece of advice for lower-power parties who must deal with a big player in business deals and partnerships is attempt to diversify by entering into deals with several other partners so that no single high-power player could wipe out the low-power partner.

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76) When dealing with an opposing negotiator who has more power than you, attempt to make the other party (smaller/bigger) and yourself (smaller/bigger) .

77) One piece of advice for negotiators facing an opposing negotiator who has more power than you is to build momentum through doing deals in .

78) When dealing with an opposing negotiator who has more power than you, attempt to control the negotiating , as you are more likely to be able to steer the deal in an advantageous direction.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

79) What are the two negotiator perceptions that could cause a negotiator to seek power in negotiation?

80) Tactics may create a state of either power equalization or power difference. Why would negotiators employ tactics to create power differences? Power equalization?

81) The success of power tactics depends to a great extent on how they are implemented.

How can the use of threats be effective?

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82) Briefly define having “power over” another person and having “power with” another person.

83)

Compare information power with power derived from expertise.

84) Briefly compare competitive dispositions and skills with cooperative dispositions and skills.

85) How does anger help a powerful negotiator? How does anger hinder a low-power negotiator?

86) People can acquire legitimate power in four ways, what are they? Provide a single example for each.

87) In a network, tie strength is an indication of the strength or quality of the ties with others and one of the key aspects of how networks shape power. Describe tie strength.

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88) What are the two major sources of power based on position in traditional organizational hierarchies?

89)

What are the three key aspects of networks that shape power?

90) One of the three aspects of networks that shape power is tie content. Define the “content” and describe the concept.

91) One source of network power is the criticality of the node. Briefly define and explain this concept.

92)

Why is a BATNA a good source of power?

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93)

How can centrality in network be determined?

94)

Name four of the nine pieces of advice the text offers low-power negotiators.

95) One piece of advice for a low-power negotiator is to make the other party smaller. How is this done?

96)

How can a low-power negotiator use the power of competition to leverage power?

97)

Why is it advisable for low-power negotiators not to enter into an all-or-nothing deal?

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Answer Key Test name: Chap 08_7e 1) FALSE 2) TRUE 3) FALSE 4) FALSE 5) FALSE 6) FALSE 7) TRUE 8) FALSE 9) FALSE 10) TRUE 11) FALSE 12) TRUE 13) TRUE 14) TRUE 15) FALSE 16) FALSE 17) TRUE 18) FALSE 19) FALSE 20) TRUE 21) FALSE 22) TRUE 23) FALSE 24) FALSE 25) TRUE 26) TRUE Version 1

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27) B 28) C 29) A 30) C 31) A 32) C 33) A 34) C 35) A 36) A 37) C 38) D 39) B 40) A 41) B 42) B 43) D 44) C 45) D 46) D 47) C 48) C 49) B 50) A 51) A 52) D 53) D 54) C 55) power 56) leverage Version 1

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57) advantage 58) [less, more] 59) rights 60) power 61) over 62) with 63) referent 64) contextual 65) position 66) cognitive 67) radical 68) legitimate 69) resources 70) nodes 71) structure 72) referent 73) competitive 74) distance 75) risk 76) [smaller, bigger] 77) sequence 78) process 79) One perception is if the negotiator believes they currently have less power than the other party, and seek power to offset or counterbalance the other’s advantage. The second perception is if the negotiator believes they need more power to gain or sustain their own advantage in the upcoming negotiation.

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80) Negotiators employ tactics designed to create power differences as a way to gain advantage or to block the other party’s power moves.

Negotiators employ tactics designed to create power equalization as a way to level the playing field and minimize either side’s ability to dominate the relationship.

81) 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.

82) A party with power can induce another to do something they otherwise would not do—that is having “power over” another person.

When the power holder jointly develops and shares power with the other—that is having “power with” another person.

83) 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.

84) Competitive dispositions and skills may emphasize the “power over” approach. People with these dispositions maintain skills such as sustaining energy and stamina; maintaining focus; and having high expertise, strong self-confidence, and high tolerance for conflict.

Cooperative dispositions and skills are and more allied with the “power with” approach, emphasizing skills such as sensitivity to others, flexibility, and ability to consider and incorporate the views of others into an agreement.

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85) 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.

86) First, it may be acquired at birth, such as Queen Elizabeth II. Second, legitimate power may be acquired by election to a designated office, such as the president of the United States. Third, legitimate power is derived simply by appointment or promotion to some organization position, such as holding the title of director or general manager. Finally, some legitimate authority comes to an individual who occupies a position for which other people simply show respect, such as members of the clergy.

87) Strength of ties between individuals can be determined by how often the parties interact, how long they have known each other, how close the personal relationship is with the other, how many different ways the two parties interact with each other, and how much reciprocity or mutuality there is in the relationship so that each contributes equally to the give and take. Stronger ties with another usually indicate greater power to have the other accede to requests.

88) 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.

89) The three key aspects of networks shape power: tie strength, tie content, and network structure.

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90) Content refers to the resources that pass along the tie to the other person. Resources can include money, information, emotional support, friendship, and the like. The more the content of the ties builds a strong personal relationship and the more they create trust and respect for each other, the stronger the tie will be.

91) Even if a large amount of information or resources may not flow through a particular node, what does flow through it may be essential to the organization’s mission, major task, or key product. Being critical— even irreplaceable—is a core part of getting and maintaining power or in keeping your job in a tough economy.

92) It enables you to walk away from this negotiation as long as you can get your need met and interests addressed somewhere else.

93) Centrality may be determined by the amount of information that passes through a node, number of transactions that occur through the node, or the degree to which the node is central to managing information flow.

94) The nine pieces of advice are: 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, ask lots of questions to gain more information, and do what you can to manage the process.

95) In dealing with a high-power party, particularly if it is a group or an organization, attempt to establish multiple relationships and engage in multiple negotiations. By dealing with a variety of individuals and departments in the high-power party, you may be able to “divide and conquer” by diversifying the relationships and the multiple interests that may be served in working with these different subgroups.

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96) This is a variation on the power of a BATNA. If the low-power negotiator has something to offer, they should make sure to offer it to more than one high-power party. If two or more high-power parties start competing against each other for what you have, some may actually do a deal with you simply to keep you from doing a deal with one of their competitors.

97) Relying on a single opponent and creating a make-or-break deal with them leaves the low-power party highly vulnerable. Low-power parties should attempt to diversify their risk by entering into deals with several other partners so that no single high-power player could wipe out the low-power partner.

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CHAPTER 9 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Traditionally, researchers have studied the negotiation process in two ways: through “live” field situations such as labor disputes and through simulated complex negations simplified in a research laboratory. ⊚ ⊚

true false

2) Field research has dominated the research process in the negotiation field for the past 50 years, mainly because this type of research is far easier to do. ⊚ ⊚

true false

3) Most negotiation research has been conducted with parties who have no existing relationship, while most actual negotiations occur between people who are in a relationship with the other party. ⊚ ⊚

true false

4) Because of the well-known prescriptive theory to separate the person from the problem, a person cannot be the focal issue. ⊚ ⊚

true false

5) An existing relationship changes negotiation dynamics because beyond discussion of the issues, negotiation is a way to learn more about the other party and increase interdependence. ⊚ ⊚

true false

6) One way existing relationships change the negotiation dynamic is that negotiating within relationships may never end.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

7) Accommodation is far more likely as a strategy in market transactions than in relationship negotiations. ⊚ ⊚

true false

8) Parties who are in a communal sharing relationship are more competitive and less empathetic. ⊚ ⊚

true false

9) Reputational identity theory argues that groups create such rigid boundaries that most traditional negotiation techniques fail to resolve the dispute. ⊚ ⊚

true false

10) When examining what makes a relationship effective, one researcher found they embrace conflict as a way to work through differences, rather than try to avoid it or give in all the time. ⊚ ⊚

11)

true false

Reputations are perceived and highly objective in nature. ⊚ ⊚

true false

12) A study of dyadic work relationships identified eight key relationship dimensions, but across a variety of work relationships, reputation was the most common and important dimension.

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⊚ ⊚

13)

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true false

An individual can have a number of different, even conflicting, reputations. ⊚ ⊚

true false

14) The three major strategies a trust violator can use to repair trust: (1) verbal accounts address the intent of the trust violator, (2) pay reparations in an effort to manage consequences of the action, and (3) impose new structures to minimize the circumstances by which trust violations could occur in the future. ⊚ ⊚

true false

15) Trust induces cooperative behavior and enhances the sharing of information in a negotiation. ⊚ ⊚

true false

16) Strengthening rules and procedures by creating fines and penalties for rule violations is an example of using reparations in order to repair trust. ⊚ ⊚

true false

17) In Western culture, unlike many other cultures, negotiators spend considerable time getting to know each other. ⊚ ⊚

true false

18) Research on the impact of apologies has shown that they are a very ineffective way of repairing trust.

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⊚ ⊚

19)

true false

Procedural justice is about the distribution of outcomes. ⊚ ⊚

20)

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true false

Interactional justice is about the process of determining outcomes. ⊚ ⊚

true false

21) Systemic justice is about the way that organizations appear to treat groups of individuals and the norms that develop for how they should be treated. ⊚ ⊚

true false

22) The procedural justice effect holds that parties involved in the process of shaping a decision are more committed to that decision. ⊚ ⊚

true false

23) Egocentric bias varies across cultures—weaker in individualistic cultures, and stronger in collectivist cultures. ⊚ ⊚

true false

24) Trust, justice, and reputation are all central to relationship negotiations and feed each other. ⊚ ⊚

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25) When trying to repair a relationship, one step is to ask yourself the question “What did the other person do to make me distrust them, and how can I make them stop taking these actions?” ⊚ ⊚

true false

26) When trying to repair a relationship, one step is to ask yourself the question “What might be causing one or both of us to feel disrespected, and what can I do to demonstrate acceptance and respect? ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

27) A single approach has dominated the research process in the negotiation field for the past 50 years. Which of the following options is one of the reasons why this approach has dominated?

A) B) C) D)

Some questions are best answered under controlled laboratory conditions.

Field research is the easiest to conduct and control.

Classroom simulations is the best way to study complex negotiations.

The majority of research conducted is with parties in long-term relationships.

28) Which of the following parameters shapes our understanding of relationship negotiation strategy and tactics?

A) B) C) D)

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Negotiating within relationships takes place at a single point in time.

Negotiation in relationships is only about the issue.

Negotiating within relationships may never end.

Parties never make concessions on substantive issues.

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29)

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Because relationship negotiations are never over,

A) parties generally tackle negotiations over tough issues first in order to "get off on the right foot."

B) it is often impossible to anticipate the future and negotiate everything "up front."

C) issues on which parties truly disagree will go away with the conclusion of the negotiation.

D) parties should never make concessions on substantive issues.

30) There are several ways that an existing relationship changes negotiation dynamics. Which one of the following is not one of those ways?

A) The more the parties learn about each other, the more invulnerable and independent they become.

B) Relationship preservation is the overarching negotiation goal.

C) Distributive issues can be emotionally hot.

D) In many negotiations, the other person is the focal problem.

31) Which of the following is an example of how sometimes the other person is the focal problem?

A) Two coworkers agreed to cover share a coveted parking spot but every winter the same coworker wanted to renegotiate the agreement.

B) A neatnik’s passion for cleanliness may lead them to see other’s messiness not as a simple issue of a lifestyle difference, but as intentional behavior.

C) A married couple agree to alternate holiday visits to their parents with the option to change the schedule if there is a disagreement.

D) Two young entrepreneurs go into business together but decide to separate in five years.

32)

Which of the following statements about communal-sharing relationships is true?

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A) Parties in a communal sharing relationship are more competitive insensitive.

B) Parties in a communal sharing relationship focus their attention on their own outcomes.

C) Parties in a communal sharing relationship perform better on both decision-making and performance-coordination tasks.

D) Parties in a communal sharing relationship are less likely to share information with others.

33) This theory argues that communities are often drawn together by a strong common identity, creating rigid boundaries and deterring traditional negotiation techniques.

A) B) C) D)

relational identity theory relational models theory communal sharing theory structural solutions theory

34) A long-term look at conflict resolution in marriages lead to insights into what makes a relationship effective. Which of the following is one of those insights?

A) B) C) D)

Successful long-term relationships avoid conflict.

Effective couples have one member who gives in the majority of the time.

Successful couples constantly affirm the other’s ideas.

Effective relationships often contain unresolved dispute resolutions.

35) Across a variety of work relationships—leadership, mentoring, network connections, friendships, and so on—this was the most common and most important relationship dimension.

A) B) C) D)

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36)

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Which of the following statements concerning reputation is true?

A) B) C) D)

Reputations are perceived and highly objective.

Reputations are shaped by future behavior.

Reputations are easy to change.

A person can have many, even conflicting, reputations.

37) Out of the four roles of trust in negotiation—individual antecedents, situational antecedents, trust and negotiation processes, and outcomes of trust—which answer options falls under the role of individual antecedents of trust in negotiation?

A) B) C) D)

Trust enhances the sharing of information.

Trust cues cooperative behavior.

Face-to-face negotiation encourages greater trust than online negotiation.

Emotions contribute to trust or distrust.

38) When a trust violator is trying to repair trust, they can use three major strategies. Which of the following is not one of those three strategies?

A) B) C) D)

39)

reputations reparations apologies minimize recurrence

Which of the following statements on the impact of apologies on trust repair is false?

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A) An offer of some kind of verbal statement acknowledging broken trust is more effective than not making any comment.

B) Timing of the apology is irrelevant to effectiveness.

C) The more sincere an apology, the more effective it is in repairing trust.

D) The apology is more likely to be accepted if the break of trust was not caused by deceptive behavior.

40) Which approach to trust repair is an effort to create rules, regulations, and procedures to minimize the likelihood of trust violations in the future?

A) B) C) D)

41)

structural solutions verbal accounts reparations justice

Which type of justice is about the process of determining outcomes?

A) B) C) D)

distributive interactive procedural systemic

42) How parties treat each other in one-to-one relationships is the process of which of the following justices?

A) B) C) D)

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43) Which form of justice is concerned with how organizations appear to treat groups of individuals and the norms that develop for how they should be treated?

A) B) C) D)

44)

systemic interactional procedural distributive

Which of the following conclusions about the issue of fairness is not a true statement?

A) Involvement in the process of helping to shape a negotiation strategy decreases commitment to that strategy and willingness to pursue it.

B) Negotiators (buyers in a market transaction) who are encouraged ("primed") to think about fairness are more cooperative in distributive negotiations.

C) Parties who are made offers they perceive as unfair may reject them out of hand, even though the amount offered may be better than the alternative settlement, which is to receive nothing at all.

D) Establishment of some "objective standard" of fairness has a positive impact on the negotiations and satisfaction with the outcome.

45) Which of the following statements concerning the relationships among reputation, trust, and justice is false?

A) When parties are unfairly treated, they often become angry and retaliate against either the injustice itself or those who are seen as having caused it.

B) Unfair treatment is likely to lead to distrust and a bad reputation.

C) When one party feels the other has acted fairly in the past, they are more likely to trust the other.

D) While the various forms of justice are interrelated, the concepts of reputations, trust, and justice all stand alone in shaping expectations of the other’s behavior.

46)

Which statement about steps required for repairing a relationship is not true?

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A) If the relationship is in difficulty, ask yourself what might have caused it, and how can you gather information or perspective to improve the situation.

B) To rebuild a relationship, ask how you can both take pressure off each other so that you can give each other the freedom of choice to talk about what has happened, and what is necessary to fix it.

C) Trust repair is a long and slow process, requiring adequate explanations for past behavior, apologies, and perhaps even reparations.

D) When attempting to improve a relationship avoid surfacing deep emotions that have produced anger, frustration, rejection and disappointment.

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

47) One major way that affects negotiation is that many negotiations occur within the boundaries of an existing relationship, and those relationships have a past, present, and future.

48) Researchers have studied the negotiation process in two ways: in “live” field situations, and by simulating complex negotiations in a research .

49) (“

Researchers may have been too quick to generalize from simple research studies negotiations”) to negotiating in complex relationships.

50) One way an existing relationship changes negotiation dynamics is that negotiating within relationships takes place over .

51) One way an existing relationship changes negotiation is that in some negotiations, relationship preservation is the overarching negotiation goal, and parties may make substantive issues to preserve or enhance the relationship.

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52) One way an existing relationship changes negotiation dynamics is that strategies are far more likely in relationship negotiations than it is in market transactions.

53) One way that relationship dynamics change negotiations is that the results of relationship negotiations may shift the and dependence dynamics in the future relationship.

54) The identity theory argues that communities often function as a “tribe,” drawn together by a strong common identity that creates rigid boundaries that deter traditional negotiation techniques.

55) When looking at what makes a relationship effective, one researcher views the most toxic element which can quickly turn a relationship from good to bad.

as

56) Across a variety of different kinds of work relationships—leadership, mentoring, network connections, friendships, etc. was the most common and important dimension.

57) Your is your perceptual identity, a combination of characteristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or indirectly.

58)

One important fact about reputations is they are perceived and highly

in nature.

59) An individual’s belief in and willingness to act on the words, actions, and decisions of another is one definition of .

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60) A good is likely to contain an expression of regret, an explanation, an acknowledgment of responsibility, a declaration of repentance, an offer to repair the impact, and a request for forgiveness.

61) Trust can be repaired through for the consequences of the trust violation.

, or the payment of compensation to the victim

62) One approach to trust repair is solutions, or an effort to create rules, regulations, and procedures to minimize the likelihood of trust violations in the future.

63)

How parties treat each other in one-to-one relationships is

justice.

64) In a negotiation, they deserve.

justice concerns may be that one party is receiving more than

65) Concerns about the behavior of third parties.

justice are more likely to arise when negotiators are judging

66) Most negotiators have a(n) bias, which is the tendency to regard a larger share for oneself as fair, even if the obvious fairness rule is an equal split.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

67) Why are some research questions best answered under controlled laboratory conditions?

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68) What are the problems of relying on strong laboratory research for the study of negotiation?

69) In relationship negotiation, the resolution of simple distributive issues can have what effects on future decisions?

70)

Briefly describe the relational identity theory.

71)

Why are reputations perceived and highly subjective in nature?

72)

Why are negative reputations difficult to repair?

73) What are the three things that contribute to the level of trust one negotiator has in another?

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74)

What are the three major strategies that a trust violator can use to repair trust?

75)

Briefly describe structural solutions as an approach to trust repair.

76)

When a negotiator is offering reparations to try to rebuild trust, is the amount important?

77)

Describe procedural justice. When is procedural justice likely to occur?

78)

Briefly define systemic justice.

79) Most negotiators have an egocentric bias. Briefly describe this bias and identify which type of justice will likely diminish the egocentric bias.

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80) What are two of the five reflective questions a negotiator should ask themselves when attempting to improve a relationship?

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Answer Key Test name: Chap 09_7e 1) TRUE 2) FALSE 3) TRUE 4) FALSE 5) TRUE 6) TRUE 7) FALSE 8) FALSE 9) FALSE 10) TRUE 11) FALSE 12) FALSE 13) TRUE 14) TRUE 15) TRUE 16) FALSE 17) FALSE 18) FALSE 19) FALSE 20) FALSE 21) TRUE 22) TRUE 23) FALSE 24) TRUE 25) FALSE 26) TRUE Version 1

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27) A 28) C 29) B 30) A 31) B 32) C 33) A 34) C 35) B 36) D 37) D 38) A 39) B 40) A 41) C 42) B 43) A 44) A 45) D 46) D 47) context 48) [laboratory, lab] 49) transactional 50) time 51) concessions 52) accommodation 53) power 54) relational 55) contempt 56) trust Version 1

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57) reputation 58) subjective 59) trust 60) apology 61) reparations 62) structural 63) interactional 64) distributive 65) procedural 66) egocentric 67) Because it would be impossible to repeatedly encounter or consistently simulate the same conditions in actual negotiations.

68) Most of the conclusions about what is effective in complex negotiations have been drawn from studies using a limited set of lab simulations. You should reasonably question whether the conclusions are accurate or appropriate, given that most negotiation research has been conducted with parties who have no existing relationship. Most actual negotiations occur between people who may have a significant past history with each other and may will expect to continue to work together in the future.

69) The results of these negotiations may shift the power and dependence dynamics in their future relationship. The more the parties learn about each other, the more they may become vulnerable or dependent on each other. These dynamics can create reputation problem for both parties in the future.

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70) The theory holds that groups or communities function as a tribe, drawn together by a strong common identity that creates such rigid boundaries around it that most efforts at using traditional negotiation techniques (that focus on issues, not identities) are almost predestined to fail.

71) A reputation is not how we would like to be known by others, or how we think we are known—it is what they actually think of us, and their judgment, that count. Once a reputation is formed, it acts as a lens by which people form their expectations for future behavior.

72) The more long-standing the negative reputation, the harder it is to change that reputation to a more positive one. Reputations need to be actively defended and renewed in others eyes. Particularly when any event is likely to be seen by others in a negative light, we must work hard to defend and protect our reputation, and actively work to make sure that others do not remember the experience in a negative way.

73) The negotiator’s chronic disposition toward trust; situation factors; and the history of the relationship between the parties.

74) First, there are verbal accounts such as apologies, explanations, and so on. Second, the violator might pay reparations in an effort to manage the consequences of the action. Finally, the violator and the victim might attempt to impose new structures so as to minimize the circumstances by which trust violations could occur in the future.

75) Structural solutions are an effort to create rules, regulations, and procedures to minimize the likelihood of trust violations in the future.

76) The amount of money offered is less critical than the offer itself; small amounts of reparations were just as effective as larger amounts.

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77) Procedural justice is about the process of determining outcomes.

Parties may be concerned that they were not treated fairly during the negotiation, that they were not given a chance to offer their point of view, or that they were not treated with respect. Concerns about procedural fairness are more likely to arise when negotiators are judging the behavior of third parties.

78) Systemic justice is about how organizations appear to treat groups of individuals and the norms that develop for how they should be treated.

79) An egocentric bias is the tendency to regard a larger share of the resources for oneself as fair, even if the obvious fairness rule is an equal split. This bias can be diminished by strong interactional justice.

Recognizing the need to treat the other person fairly leads to a smaller egocentric bias, a more even split of the resources, quicker settlements, and fewer stalemates.

80) Any of the following questions may be asked. What might be causing any present misunderstanding, and what can I do to understand it better? What might be causing a lack of trust, and what can I do to begin to repair trust that might have been broken? What might be causing one or both of us to feel coerced, and what can I do to put the focus on persuasion rather than coercion? What might be causing one or both of us to feel disrespected, and what can I do to demonstrate acceptance and respect? What might be causing one or both of us to get upset, and what can I do to balance emotion and reason?

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CHAPTER 10 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) A multiparty negotiation involves more than two parties working together to achieve a collective objective. ⊚ ⊚

true false

2) In multiparty negotiations, each party may be acting as a principal—that is, representing the interests of at least one other party, or as an agent—representing their own interests. ⊚ ⊚

true false

3) One difference in the social environment in multiparty negotiations is that parties with an individualistic (versus a cooperative) motivational orientation were much more likely to achieve a higher-quality outcome in their deliberations. ⊚ ⊚

true false

4) Research on policy-making and decision-making groups has shown that efforts to minimize and avoid conflict can frequently lead to group decision-making disasters. ⊚ ⊚

true false

5) In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower-quality agreements and decreased the likelihood of achieving agreement compared with groups that approached the issues one at a time, in a fixed or negotiated sequence. ⊚ ⊚

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6) Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to strategically manipulate this control to serve their objectives. ⊚ ⊚

true false

7) Power and influence are the most significant forces shaping which parties will enter coalitions with each other in a multiparty negotiation. ⊚ ⊚

true false

8) One of the attributes of an effective group is that they focus on stated positions, not interests or needs. ⊚ ⊚

true false

9) Because multiparty negotiation looks a lot like group decision making, understanding multiparty negotiation means, in part, understanding the attributes of an effective group. ⊚ ⊚

true false

10) In effective groups, parties are likely to use information strategically—sharing very little with other parties while attempting to gain as much information as possible from others. ⊚ ⊚

true false

11) Effective groups agree on the meaning of important words—if parties agree that all decisions will be made by consensus, they should all have the same definition of what will constitute a “consensus.” ⊚ ⊚

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12) Effective groups avoid undiscussable issues and the inevitable conflict associated with these issues. ⊚ ⊚

true false

13) In multiparty negotiations, parties should discuss their interests but not disclose their walkaway or BATNA. ⊚ ⊚

14)

Members of effective groups do not openly disagree with any other member of the group. ⊚ ⊚

15)

true false

true false

Groups that do not work well together seldom take the time to evaluate their process. ⊚ ⊚

true false

16) Multiparty negotiations evolve through three key developmental stages: the planning stage, the prenegotiation stage, and the actual negotiations. ⊚ ⊚

true false

17) Initiating or offering new ideas is an example of a task-oriented role commonly played by members of a group. ⊚ ⊚

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18) One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests, mirror them back, and encourage people to identify not only what they want, but also why they want it. ⊚ ⊚

true false

19)

Gatekeeper is a self-oriented role commonly played by group members. ⊚ true ⊚ false

20)

A critical way to control the flow and direction of negotiation is through an agenda. ⊚ ⊚

true false

21) The Delphi technique may tend to generate compromise settlements rather than truly creative, integrative solutions. ⊚ ⊚

true false

22) Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships. ⊚ ⊚

true false

23) One way to ensure that the parties discuss all available information is to monitor discussion norms which reflect the way the parties engage in sharing and evaluating the information introduced. ⊚ ⊚

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24) The four key problem-solving steps occurring during the agreement stage: brainstorm as many solutions as possible, develop an action plan, implement the action plan, and evaluate outcomes and the process. ⊚ ⊚

true false

25) During the agreement stage, the chair can help the process by moving the group to come up with as many solution options as possible. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

26) Which of the following statements is not true of the differences between multiparty negotiations and two-party negotiations?

A) As the number of parties increase, the social environment changes from a smallgroup discussion to a one-on-one dialogue.

B) Allow more time for multiparty negotiations, as they take longer than two-party negotiations.

C) Negotiators spend more discussion time in a multiparty negotiation deciding how they will manage the negotiation process.

D) More issues, perspectives, and total information are introduced at multiparty negotiations.

27) Which of the following statements concerning the number of parties in a multiparty negotiation is false?

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A) If the parties are all equals, the social exchange within the negotiation should be more formal and controlled.

B) Each party may be acting as a principal or an agent.

C) Social roles outside the negotiation may lead to unequal status levels in the negotiation.

D) Often the challenge of managing several different perspectives is assuring that each party has adequate time to speak and be heard.

28) When group members avoid conflict and avoid expressing reservations, they provide the illusion of consensus which exemplifiesthe complexity of multiparty negotiations.

A) B) C) D)

computational informational procedural social

29) In multiparty negotiations, research shows that parties who approached multiple issues simultaneously

A) B) C) D)

achieved lower quality agreements. increased the likelihood of achieving agreement. exchanged less information. have less insight into the preferences and priorities of the other parties at the table.

30) 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?

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A) Negotiators who can control the number of parties at the table (or even in the room) may begin to act strategically, using this control to serve their objectives.

B) Since the exchanges are under surveillance negotiators may adopt distributive strategies and tactics.

C) The short-term result is that negotiators avoid competitive escalation.

D) Negotiators can explicitly engage in coalition building as a way to marshal support.

31) There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. Which of the following statements concerning multiparty complexity is false?

A) Increased logistical complexity involves the physical distance between the parties as they attempt to resolve their differences and reach agreement.

B) Social complexity increases as the number of parties increase, because the social environment changes from a one-on-one dialogue to a small-group discussion.

C) As informational complexity increases, parties unified in their collective efforts should avoid or minimize conflict by downplaying their differences in order to reach an effective solution.

D) As part of procedural complexity, the parties must decide how they want to approach multiple issues on the table.

32)

Parties on the outside of an influential coalition

A) B) C) D)

may miss discussions occurring away from the main negotiating table. receive the same share of the negotiation outcomes as all the other members. are an active participant in the discussions. are part of the collective decision.

33) Considering the many attributes of an effective group, under which one of the following would you find a need to fully explain or define key words or language that may be part of the agreement?

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Test assumptions and inferences.

Focus on interests, not positions.

Share as much relevant information as possible.

Agree on the meaning of important words.

34) Developing an agenda and having a chair manage the process indicates the group is attempting to

A) B) C) D)

35)

test assumptions and inferences. share as much relevant information as possible. focus on interests, not positions. keep the discussion focused.

Which of the following statements is not a true attribute of an effective group?

A) process.

B) C) D)

Effective groups understand that not all members will participate in all phases of the Effective groups make decisions by consensus.

Effective groups conduct a self-critique.

Effective groups discuss undiscussable issues.

36) When effective groups address issues such as group members who are not performing up to expectations, or who are behaving badly, or challenges to a boss in the room, they would be discussing

A) B) C) D)

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37) In order to maximize the information available to the parties to find solutions that meet the interest of all, effective groups require the type of information sharing that occurs in

A) B) C) D)

38)

distributive bargaining. competitive negotiation. integrative negotiation. two-party bargaining.

What are the three key stages and phases that characterize multilateral negotiations?

A) the prenegotiation stage, the formal negotiations, and the agreement stage.

B) the coalition building stage, the relationship development stage, the networking stage.

C) the coalition building stage, the networking stage, and the actual negotiation stage.

D) the prenegotiation stage, the networking stage, and the agreement stage.

39) Which of the following does not take place during the prenegotiation stage of multiparty negotiations?

A) B) C) D)

40)

construct an agenda define member roles decide whether coalitions can be formed appoint an appropriate chair

The prenegotiation phase of multipartyl negotiations

A) B) C) D)

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41) In the Connect Model and the requirements for building a relationship, what does the letter "C" stand for in CONNECT?

A) B) C) D)

Coalition building Consensus is important Connect to each other Commit to the relationship

42) Of the roles played by members of the group, which role brings attention to an individual group member, often at the expense of group effectiveness?

A) B) C) D)

43)

coalition roles task roles self-oriented roles relationship roles

Which of the following options is a task-oriented role played by members of a group?

A) B) C) D)

avoiding harmonizing compromising energizing

44) Negotiators entering a multiparty negotiation for which an unacceptable agenda has been created in advance should

A) B) C) D)

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45) A moderator who sends out a questionnaire to all parties asking for input is one strategy used to avoid destructive conflict and emotion. That strategy is known as

A) B) C) D)

nominal group technique. the Delphi Technique. brainstorming. the consensus technique.

46) One strategy used to manage potentially destructive discussion norms is the nominal group technique which typically follows

A) B) C) D)

a side conversation. a snowball coalition. the Delphi technique. brainstorming.

47) A study of high-performance task groups found one type of conflict included disagreements about who will do what and how much each should get from the result, which exemplifies this type of conflict.

A) B) C) D)

relationship conflict task conflict process conflict information conflict

48) When groups make decisions by letting a dominant minority coalition decide, they are being ruled by

A) B) C) D)

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an oligarchy. a dictatorship. a quasi-consensus. a simple majority.

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One of the four key problem-solving steps occurring during the agreement stage is

A) B) C) D)

develop an action plan. brainstorm solutions. keep feedback professional. strive for a first agreement.

50) During the agreement phase, which of the following options is not one of the things a group facilitator, or chair, should do to keep the group moving toward a successful completion?

A) B) C) D)

discourage packaging and trade-offs of issues listen for the emergence of the snowball coalition shape and draft the tentative agreement thank people for their efforts

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

51) A(n) negotiation is one in which more than two interested parties are working together at the table to achieve a collective objective.

52) In multiparty negotiations, each party may be acting as a principal—representing their own interests, or as a(n) - representing the interests of at least one other party.

53) One difference between two-party negotiations and multiparty negotiations is that as the number of parties increases, the complexity of the environment changes from a oneon-one dialogue to a small-group discussion.

54) Negotiators in a multiparty negotiation can explicitly engage in building, agreeing to support each other’s positions and either dominate the negotiation process or shape the desired settlement.

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55) Understanding multiparty negotiation means, in part, understanding the attributes of an effective .

56) Effective groups and their members test assumptions and inferences because unchecked assumptions and inferences can lead to unfounded .

57) Effective groups require the type of information sharing that occurs in negotiation, in order to maximize the information available to the parties to find solutions that meet the interests of all.

58) Multiparty deliberations should use procedures that surface the underlying individual members, rather than just their stated positions.

59) Effective group members attempt to talk in behaviors, people, places, and events.

of

terms about directly observable

60) An effective group member openly with any other member of the group, but does so productively, without being offensive.

61) Effective groups keep the discussion focused by developing a(n) the chair manage the process to ensure that discussions do not wander.

62) Effective groups strive to make decisions by always possible.

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63) When attempting to manage multiparty negotiations through the three developmental stages, would suggest managing the prenegotiation stage, managing the actual negotiations, and managing the stage.

64) In the prenegotiation stage, identifying participants can be decided based on who could spoil the deal if they were excluded—possible players.

65)

During the prenegotiation stage, multiparty negotiation members may play a(n) role, which moves the group along toward a decision or conclusion.

66) a(n)

Standard setting is asking for or offering standards for judging the team’s effectiveness, -oriented role played by group members.

67)

Blocking is acting negatively, or actively and frequently disagreeing with others, a(n) -oriented role played by group members.

68)

One role a group member can play is evaluating by offering judgments about a topic, a(n) -oriented role.

69) When using the Connect Model as a way to build effective group relationships, the “T” stands for it, or in other words, determine ways to monitor progress.

70) Multiparty negotiations can be greatly facilitated by the presence of a(n) chairperson who has little stake in the specific outcome but a strong interest in ensuring the best possible outcome.

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71)

One way to ensure that the parties discuss all available information is to monitor norms, which reflect the way the group engages in sharing and evaluating the information that is introduced.

72) In the group technique, after a brainstormed list of solution options is created, group members rank, rate or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

73) If the objective is consensus or the best quality solution, negotiators should not strive to achieve it all at once—rather, they should strive for a(n) agreement that can be revised, upgraded, and improved.

74) The four key problem-solving steps that occur during the agreement stage are: select the best solution, develop an action plan, implement the action plan, and outcomes and the process.

75) Moving the group toward selecting one or more of the options, shaping and drafting the tentative agreement, discussing the implementation and follow-up that needs to occur, thanking participants, and organizing and facilitating the evaluation process are all things a group facilitator would do during the stage of the negotiation process.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

76) Briefly define a multiparty negotiation.

77) What can happen when parties have different social roles outside the negotiation (e.g., president, vice president, consultant, specialist) compared to when parties in the negotiation are equals?

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78)

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What is the "illusion of consensus?"

79) 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?

80) 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.

81) What is the risk for negotiators who find themselves on the outside of an influential coalition?

82) Why would those interested in multiparty negotiations look to group decision-making studies for insights?

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83) Effective groups and their members test assumptions and inferences. What does this mean and why is it important?

84) When communicating, effective groups try to be specific and use examples. What happens when group members use generalities rather than specific terms?

85) Members of effective groups are able to disagree openly with any member of the group.

Why is this important?

86) Those attempting to manage multiparty negotiations should be aware of the three developmental stages of negotiations. What are the three key stages of negotiation?

87) In the prenegotiation phase of multilateral negotiations, the parties must agree on who is going to be invited to the talks. Issues about participants can be decided on the basis of what questions?

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88) Members’ roles are defined during the prenegotiation stage into one of three types. One type of role is the task role. What does the task role do? What are the other two roles and what do they accomplish?

89) Name two of the possible four self-oriented roles commonly played by members of a group.

90) Although an agenda may add needed structure to a complex negotiation, but there is a drawback. What is the drawback?

91) One of the key process steps a chair can implement to ensure having an effective, amicable disagreement among the parties is to collect their thoughts and compose themselves before speaking. What are the other four key process steps a chair can implement during a disagreement?

92)

What are the group norms shown to undermine an effective discussion?

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93)

Briefly describe the nominal group technique.

94)

Who makes the decisions in a dictatorship? Who makes the decisions in an oligarchy?

95)

At which stage is a first agreement arrived at? What is the drawback to a first agreement?

96) What are the four key problem-solving steps that occur during the agreement phase of multiparty negotiation?

97) One of the things a chair can do to keep the group moving toward a successful completion is to shape and draft the tentative agreement. How is this done and why is it important?

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Answer Key Test name: Chap 10_7e 1) TRUE 2) FALSE 3) FALSE 4) TRUE 5) FALSE 6) TRUE 7) FALSE 8) FALSE 9) TRUE 10) FALSE 11) TRUE 12) FALSE 13) TRUE 14) FALSE 15) TRUE 16) FALSE 17) TRUE 18) TRUE 19) FALSE 20) FALSE 21) TRUE 22) TRUE 23) TRUE 24) FALSE 25) FALSE 26) A Version 1

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27) A 28) D 29) B 30) C 31) C 32) A 33) D 34) D 35) A 36) B 37) C 38) A 39) D 40) D 41) D 42) C 43) D 44) C 45) B 46) D 47) C 48) A 49) A 50) A 51) multiparty 52) agent 53) social 54) coalition 55) group 56) conclusions Version 1

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57) integrative 58) interests 59) specific 60) disagrees 61) agenda 62) consensus 63) agreement 64) veto 65) task 66) relationship 67) self 68) task 69) track 70) neutral 71) discussion 72) nominal 73) first 74) evaluate 75) agreement 76) A multiparty negotiation is one in which more than two interested parties are working together at the table to achieve a collective objective.

77) When parties in the negotiation have different social roles outside the negotiation, it may lead to either equal or unequal levels of power and status in the negotiation. If the parties are all equals, the exchange within the negotiation should be more open than if one party has higher status or power.

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78) A situation in which all parties believe that they are the only dissenting member in a fairly strong emerging agreement about what actions to take. Afraid to express their dissent for fear of looking weak and foolish, group members self-censor their reservations and concerns, thereby reinforcing the apparent surface consensus and leading to a decision with possibly disastrous consequences.

79) 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.

80) 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.

81) The risk is that they will not be an active participant in the discussions, some of which may occur in caucuses away from the main negotiating table. Negotiators excluded from part of a multiparty negotiation receive a lesser share of the outcome than those who are present for the duration.

82) Multiparty negotiation looks a lot like group decision making because it involves a group of parties trying to reach a common solution in a situation where the parties’ preferences may diverge. Consequently, understanding multiparty negotiation means, in part, understanding the attributes of an effective group.

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83) In effective groups, each member makes his or her assumptions and inferences clear by articulating them and checking them out with others.

Unchecked assumptions and inferences can lead to unfounded conclusions.

84) Parties should attempt to talk in specific terms about directly observable behaviors, people, places, and events. Generalities can lead to misunderstanding or ambiguity that can send problem solving off the track.

85) If parties withhold their disagreement, conflict is forced underground, and the absence of conflict may ultimately lead to an inability to reach consensus or to implement a plan. Disagreement can be productive without being offensive.

86) Negotiations evolve through three key stages: the prenegotiation stage, the actual, formal negotiation stage, and the agreement stage 87) Who must be included if a deal is to be reached (key coalition members)? Who could spoil the deal if they were excluded (veto players)? Whose presence is likely to help other parties achieve their objectives (desirable coalition members)? Whose presence is likely to keep other parties from achieving their objectives (key coalition blockers)? Whose status will be enhanced simply by being at the table?

88) Task roles move the group along toward a decision or conclusion.

The other two roles are relationship roles, which manage and sustain good relationships between group members, and self-oriented roles, which bring attention to the individual group member, often at the expense of group effectiveness.

89) Possible self-oriented roles are: blocking, recognition seeking, dominating, and avoiding.

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90) A drawback is that an agenda may artificially partition interrelated issues; as a result, issues may be discussed separately rather than coupled or traded off to exploit integrative potential.

91) The chair can try to understand the other person’s position, try to think of ways that both parties can win, consider how important the issue is you, and remember that you will probably have to work together with these people in the future.

92) The group norms shown to undermine effective discussions are an unwillingness to tolerate conflicting points of view and perspectives, side conversations, no means for defusing an emotionally charged discussion, and coming to a meeting unprepared.

93) The nominal group technique typically follows brainstorming. Once the brainstormed list of solution options is created, the parties can rank, rate, or evaluate the alternatives in terms of the degree to which each alternative solves the problem. The leader collects, posts, and records these ratings so that all parties have an opportunity to formally evaluate the options and vote on the ones they consider to be most effective.

94) One person makes the decisions in a dictatorship, while a dominant minority coalition makes the decisions in an oligarchy.

95) The first agreement is arrived at during formal negotiations, to be revised, upgraded, and improved. The drawback is that many parties may be satisfied with the first solution and achieving it has sapped their enthusiasm for exerting any more time and energy to improve it.

96) At this stage, the group needs to select the best solution, develop an action plan, implement the action plan, and evaluate outcomes and the process.

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97) The chair should write the tentative agreement down and work on language. Write the wording to be displayed to everyone so all can see it and edit it freely. This is important because the person who does the writing often has more power than others because they get to write the agreement in their own language and may bias or selectively remember some points and omit others.

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CHAPTER 11 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Countries can have only one culture; however cultures can span national borders. ⊚ ⊚

true false

2) An overall context influencing international negotiations is the environmental context which includes factors over which negotiators appear to have some control. ⊚ ⊚

true false

3) An overall context influencing international negotiations is the immediate context which includes forces that neither negotiator controls. ⊚ ⊚

true false

4) Immediate stakeholders are the various people and organizations that have an interest or stake in the outcome of the negotiations. ⊚ ⊚

true false

5) Diplomatic “back-channel” negotiations conducted in secret may help resolve highconflict situations, but success in not guaranteed. ⊚ ⊚

true false

6) The history of relations between the parties will influence the current negotiation, just as the current negotiation will become part of any future negotiations between the parties. ⊚ ⊚

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true false

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7) The text outlines four ways that culture has been conceptualized in international negotiation: as learned behavior, as shared values, as dialectic, and in context. ⊚ ⊚

true false

8) In collectivist societies, negotiations are considered interchangeable, and competency (rather than relationship) is an important consideration when choosing a negotiator. ⊚ ⊚

true false

9) Cultures with low power distance will be more likely to concentrate decision making at the top, and all important decisions will have to be finalized by the leader. ⊚ ⊚

true false

10) Negotiators from low uncertainty avoidance cultures are less comfortable with ambiguous situations and are more likely to seek stable rules and procedures when they negotiate. ⊚ ⊚

true false

11) The conflicting adages “too many cooks spoil the broth” and “two heads are better than one” reflect a dialectic, or tension. ⊚ ⊚

true false

12) Low-power negotiators from a vertical-collectivistic culture, such as Hong Kong, are less cooperative when their high-power counterpart is from a vertical-individualistic culture, such as Israel, but more cooperative when their high-power counterpart is from a horizontalcollectivist culture, such as Germany.

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⊚ ⊚

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

true false

13) The cultural complexity theory suggests that cultural values will have a direct effect on negotiations in some circumstances and a moderated effect in others. ⊚ ⊚

true false

14) Cultures differ in the degree to which protocol, or the formality of the relations between the two negotiating parties, is important, with American culture among the most formal cultures in the world. ⊚ ⊚

true false

15) In the United States, people tend to respect time and generally believe that “faster” is better than “slower” because it symbolizes high productivity. ⊚ ⊚

true false

16) Decision making in group-oriented cultures involves consensus and may take considerable more time than American negotiators are used to. ⊚ ⊚

true false

17) Research suggests that culture does have an effect on negotiation outcomes, although it may not be direct, and it likely has an influence through differences in the negotiation process in different cultures. ⊚ ⊚

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18) Accountability led to more competition among collectivists but to higher levels of cooperation among individualists. ⊚ ⊚

true false

19) There are significant differences in the tolerance of different negotiation tactics in different cultures, with Japanese negotiators the most intolerant of the use of misrepresentation tactics. ⊚ ⊚

true false

20) When faced with a cross-culture negotiation, negotiators can quickly learn and effectively modify their approach in a short time. ⊚ ⊚

true false

21) When negotiating cross-culturally, negotiators should concentrate on understanding their own biases, strengths, and weaknesses, understanding the other negotiator as an individual, and understanding the other negotiator’s cultural context. ⊚ ⊚

true false

22) Culturally responsive strategies are based on the level of familiarity and may be used individually (joint strategies) or may involve participation of the other party (unilateral strategies). ⊚ ⊚

true false

23) Embracing the other negotiator’s approach is one strategy to use during times of low familiarity with the other party’s culture.

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⊚ ⊚

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true false

24) Coordinate adjustment is a joint strategy used during times of moderate familiarity with the other party’s culture. ⊚ ⊚

true false

25) Completely adopting the approach of the other negotiator is an example of a coordinate adjustment. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

26) In the text, the term "culture" refers to the

A) B) C) D)

religious beliefs of a group of people. ethnicity of a group of people. geographic nationality of a group of people. shared values, beliefs, and behaviors of a group of people.

27) Which of the following options is not one of the six environmental context factors making international negotiations more challenging than domestic negotiations?

A) B) C) D)

28)

political and legal pluralism foreign governments and bureaucracies relative bargaining power international economic factors

Which of the following is an immediate context factor in cross-cultural negotiations?

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A) B) C) D)

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

external stakeholders instability international economic factors relationship between negotiators

29) Firms conducting business in different countries may face organizational tax implications, labor codes or standards that must be met, and different codes of contract law and standards of enforcement, all indicative of this factor adding to the complexity of internal negotiations.

A) B) C) D)

political and legal pluralism international economics instability ideology

30) Of the following environmental context factors, which one best exemplifies a political coup or a major currency revaluation?

A) B) C) D)

political and legal pluralism instability foreign governments and bureaucracies ideology

31) When a negotiator from France stresses group rights over individual rights and public investment as a better allocation of resources than private investment, this best exemplifies a difference in

A) B) C) D)

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culture. international economics. ideology. political and legal pluralism.

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32) When a labor union opposes negotiations with foreign companies because of fears that domestic jobs will be lost, this exemplifies the influence of

A) B) C) D)

ideology. the immediate context. relative bargaining power. external stakeholders.

33) Which of the following is considered an immediate stakeholder in an international negotiation?

A) B) C) D)

the embassy of the foreign country industry associations the board of directors of the company represented in the negotiations business associations

34) Which of the following options is not one of the four ways that culture has been conceptualized in international negotiation?

A) B) C) D)

culture as learned behavior culture as economic indicator culture as shared values culture as dialectic

35) A book or article on international negotiation providing lists of dos and don’ts to obey when negotiating with people from different cultures treats culture as

A) B) C) D)

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dialectic. in context. learned behavior. shared values.

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The "culture-as-shared-value" approach

A) concentrates on documenting the systematic negotiation behavior of people in different cultures.

B) concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture.

C) recognizes that all cultures contain dimensions or tensions among their different values.

D) recognizes that no human behavior is determined by a single cause.

37) When examining culture as shared values, the individualism/collectivism dimension describes

A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.

B) the extent to which the society is organized around individuals or the group.

C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine.

D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.

38)

When examining culture as shared values, the power distance dimension describes

A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.

B) the extent to which the society is organized around individuals or the group.

C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine.

D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.

39)

Negotiators from high uncertainty avoidance cultures

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A) strongly depend on cultivating and sustaining a long-term relationship.

B) may be more likely to "swap" negotiators, using whatever short-term criteria seem appropriate.

C) may need to seek approval from their supervisors more frequently.

D) may not be comfortable with ambiguous situations and may be more likely to seek stable rules and procedures when they negotiate.

40) One approach to using culture to understand international negotiation recognizes that all cultures contain dimensions or tensions sometimes best illustrated in parables such as “too many cooks spoil the broth” and “two heads are better than one.” This best describes which of the following approach options?

A) B) C) D)

culture as dialectic culture as learned behavior culture as shared values culture in context

41) Proponents of this approach to using culture to understand international negotiations recognize that negotiation behavior is determined by multiple factors, and using culture as the sole explanation of behavior is oversimplifying a complex social process.

A) B) C) D)

culture as a learned behavior culture as shared values culture in context culture as a dialectic

42) Which of the following options is not one of the ten ways that culture can influence negotiations?

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A) B) C) D)

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relative bargaining power the definition of negotiation negotiation opportunity the nature of agreements

43) One way that culture can influence negotiation is the degree of protocol considered important in a negotiation. Protocol is

A) B) C) D)

the differences in body language across cultures. the formality of the relations between the two negotiating parties. the criteria used to select who will participate in a negotiation. the perception of an opportunity for negotiation.

44) Negotiators from this culture tend to watch time carefully during negotiations and guard it as a valuable resource.

A) B) C) D)

45)

Risk-avoiding cultures will

A) B) C) D)

46)

the Chinese culture the American culture the Latin American culture the Islamic culture

be willing to move early on a deal. generally take more chances. be more likely to seek further information. be less likely to take a wait-and-see stance.

In group-oriented cultures

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A) the individual comes before the group's needs.

B) decisions are primarily made by senior executives.

C) decision making is an efficient, streamlined process.

D) negotiators may be faced with a series of discussions over the same issues and materials with many different people.

47) Which statement below summarizes the research on the effects of culture on negotiation outcomes?

A) Research suggests that culture does have an effect on negotiation outcomes, although it may not be direct.

B) Culture likely has an influence through differences in the negotiation process in different cultures.

C) There is some evidence that cross-cultural negotiations yield poorer outcomes than intracultural negotiations.

D) All of these statements are true when summarizing the research of the effects of culture on negotiation outcomes.

48) When choosing a strategy for negotiating with someone from another culture, unilateral strategies are those that

A) B) C) D)

are enacted in a simultaneous order. are enacted in a sequential order. involve the participation of the other party. the negotiator may use individually.

49) Which of the following strategies should negotiators with a low familiarity with the other culture choose?

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A) B) C) D)

50)

employ agents or advisers adapt to the other party's approach coordinate adjustment embrace the other party's approach

"Adapting to the other negotiator's approach" is best used by parties with

A) B) C) D)

51)

TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

no familiarity. low familiarity. moderate familiarity. high familiarity.

"Coordinating adjustment" involves

A) adopting completely the approach of the other party.

B) making conscious changes to your approach so that it is more appealing to the other party.

C) both parties making mutual adjustments to find a common process for negotiation.

D) crafting an approach that is specifically tailored to the negotiation situation.

52)

The "embrace the other party's approach" strategy involves

A) adopting completely the approach of the other party.

B) both parties making mutual adjustments to find a common process for negotiation.

C) creating a new approach that may include aspects of either home culture or practices from a third culture.

D) persuading the other party to use your approach.

53) When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?

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A) B) C) D)

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effect symphony improvise an approach embrace the other party's approach employ agents or advisors

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

54) The term refers to the shared values, beliefs, and behaviors of a group of people.

55) During international negotiations, the negotiation that neither negotiator controls.

context includes forces influencing the

56) During international negotiation, the negotiators appear to have some control.

context includes factors over which

57) Coups, sudden shifts in government policy, and major currency revaluations are all examples of instability.

58) One environmental context is stakeholders, defined as the various people and organizations that have an interest or stake in the outcome of the negotiations.

59) Researchers studying joint ventures in international negotiation find that power is frequently operationalized as the amount of equity (financial and other investment) that each side is willing to invest in the new venture.

60) Conflict based on ethnicity, identity, or geography are considered situations and are more difficult to resolve.

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61) The stakeholders in the negotiation include the negotiators themselves as well as the people they directly represent, such as their managers, employers, and boards of directors.

62)

Of Hofstede’s four cultural dimensions, the United States ranks first in the dimension of .

63)

One of the four dimensions used to describe differences among the cultures is the power dimension, which is the extent to which the less powerful members of organizations and institutions (like family) accept and expect that power is distributed unequally.

64) Cultures promoting are characterized by the acquisition of money and things, not caring for others, the quality of life, or people.

65)

One of the four dimensions used to describe the differences among the cultures is avoidance, which indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.

66)

The adages “too many cooks spoil the broth” and “two heads are better than one” reflect a , or tension providing conflicting guidance.

67) A coherent, holistic meaning system, developed and cultivated in particular socio-cultural environments, and functioned to interpret, structure, and organize social action in negotiation defines a metaphor.

68) The cultural theory suggests that cultural values will have a direct effect on negotiations in some circumstances and a moderated effect in others.

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69)

Of the ten ways that culture can influence negotiation, the range of cultural responses to ranges from informal to formal.

70) on

On the subject of time sensitivity, Arab-speaking Islamic cultures appear to focus more -time rather than clock-time.

71) Risk risks.

looks at how cultures vary in the extent to which they are willing to take

72) The United States is very much a(n) and assertive is valued and praised.

-oriented culture, where being independent

73) Culture appears to influence the extent to which negotiators display , which may be used as tactics, or they may be a natural response to positive and negative circumstances during the negotiation.

74) When researchers compare negotiation outcomes when negotiators negotiated with people from the same culture with the outcomes achieved when they negotiated with people from other cultures, this is a -cultural study.

75) Researchers perform a(n) study when they examine if negotiators from different cultures reach the same negotiation outcomes when presented with the same materials.

76) During international and cross-cultural negotiations, negotiators who employ agents or advisers, bring in a mediator, or induce the other negotiator to use their approach, the negotiator likely has familiarity with the other party’s culture.

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77) During international and cross-cultural negotiations, when a negotiator adapts to the other party’s negotiation approach and coordinates mutual adjustments to find a common process for negotiation, the negotiator likely has familiarity with the other party’s culture.

78) During international and cross-cultural negotiations, a negotiator likely has familiarity with the other party’s culture if they embrace the other negotiator’s approach, improvise an approach, or create a new approach.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

79) Although the term culture has many possible definitions, how does the text define the term culture?

80) Two overall contexts make international negotiations more challenging than domestic negotiations: the environmental context and the immediate context. Give two examples of factors in each of these two contexts.

81) How does the exchange value of international currencies affect cross-cultural negotiation decisions?

82)

How does ideology contribute to making international negotiations difficult?

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83)

Briefly define external stakeholders and provide one example.

84)

During negotiations, who are considered the immediate stakeholders?

85) There are many different meanings of the concept of culture, but all definitions share what two important aspects?

86) One approach for understanding how culture affects negotiation is to approach culture as a learned behavior. What is the focus of the ‘culture-as-learned-behavior’ approach?

87)

Briefly explain the uncertainty avoidance cultural dimension.

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88) One way that culture can influence negotiation is through protocol. Briefly define the use of protocol in negotiation. How does the American culture rank compared to other countries in the use of protocol?

89)

How does the nature of agreements vary between cultures?

90)

Briefly define risk propensity and explain how it influences negotiator behavior.

91) What is the danger in modifying the negotiator's approach to match the approach of the other negotiator?

92) Briefly explain why negotiators may not be able to modify their negotiating approach effectively and therefore should not make large modifications to their approach when negotiating cross-culturally.

93)

What is a unilateral negotiation strategy? How does it differ from a joint strategy?

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94) What are the three suggested culturally responsive strategies negotiators may choose to use during times of low familiarity with the other party’s culture?

95)

What is the challenge in using the "adapt to the other party's approach" strategy?

96) What are the two suggested culturally responsive strategies negotiators may choose to use during times of moderate familiarity with the other party’s culture?

97) What are the three suggested culturally responsive strategies negotiators may choose to use during times of high familiarity with the other party’s culture?

98)

What are the risks of using the "effect symphony" strategy?

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Answer Key Test name: Chap 11_7e 1) FALSE 2) FALSE 3) FALSE 4) FALSE 5) TRUE 6) TRUE 7) TRUE 8) FALSE 9) FALSE 10) FALSE 11) TRUE 12) TRUE 13) TRUE 14) FALSE 15) TRUE 16) TRUE 17) TRUE 18) FALSE 19) TRUE 20) FALSE 21) TRUE 22) FALSE 23) FALSE 24) TRUE 25) FALSE 26) D Version 1

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27) C 28) D 29) A 30) B 31) C 32) D 33) C 34) B 35) C 36) B 37) B 38) A 39) D 40) A 41) C 42) A 43) B 44) B 45) C 46) D 47) B 48) D 49) A 50) C 51) C 52) A 53) A 54) culture 55) environmental 56) immediate Version 1

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57) political 58) external 59) relative 60) high 61) immediate 62) individualism 63) distance 64) masculinity 65) uncertainty 66) dialectic 67) negotiation 68) complexity 69) protocol 70) event 71) propensity 72) individual 73) [emotions, emotion] 74) cross 75) intracultural 76) low 77) moderate 78) high 79) The text uses the term culture to refer to the shared values, beliefs, and behaviors of a group of people.

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80) Six factors in the environmental context make international negotiations more challenging than domestic negotiations: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology, and culture. An additional possible environmental factor is external stakeholders. The five factors in the immediate context are: relative bargaining power, levels of conflict, the relationship between negotiators, desired outcomes, and immediate stakeholders.

81) The risk is typically greater for the party who must pay in the other country's currency. The less stable the currency, the greater the risk for both parties. In addition, any change in the value of a currency (upward or downward) can significantly affect the value of the deal for both parties, changing a mutually valuable deal into a windfall profit for one and a large loss for the other.

82) Ideological clashes increase the communication challenges in international negotiations in the broadest sense because the parties may disagree at the most fundamental levels about what is being negotiated.

83) External stakeholders are the various people and organizations that have an interest or stake in the outcome of the negotiations. External stakeholders may include business associates, labor unions, embassies, and industry associations, among others.

84) The immediate stakeholders in the negotiation include the negotiators themselves as well as the people they directly represent, such as their managers, employers, and boards of directors.

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85) First, culture is a group-level phenomenon—a defined group of people share beliefs, values, and behavioral expectations. The second common element of culture is that cultural beliefs, values, and behavioral expectations are learned and passed on to new members of the group.

86) This approach documents the systematic negotiation behavior of people in different cultures, and focuses on creating a catalogue of behaviors that foreign negotiators should expect when entering a host culture. Many popular books and articles on international negotiation treat culture as learned behavior, providing lists of dos and don’ts to obey when negotiating with people from different cultures.

87) Uncertainty avoidance indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations—characterized by rapid change and new situations, versus structured situations, which are stable and secure.

88) Protocol is the formality of the relations between the two negotiating parties and cultures differ in the degree to which protocol is important.

American culture is among the least formal cultures in the world. A familiar communication style is quite common; first names are used, for example, while titles are ignored. Contrast this with many European countries which are very formal, and not using the proper title when addressing someone is considered insulting.

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89) Culture has an important effect both on concluding agreements and on what form the negotiated agreement takes. In the United States, agreements are typically based on logic, are often formalized, and are enforced through the legal system if such standards are not honored. In other cultures, however, obtaining the deal may be based on who you are, rather than what you can do. In addition, agreements do not mean the same thing in all cultures.

90) Risk propensity is the extent to which a negotiator is willing to take risks. The orientation of a culture toward risk has a large effect on what is negotiated and the content of the negotiated outcome. Negotiators in risk-oriented cultures will be more willing to move early on a deal and will generally take more chances. Those in risk-avoiding cultures are more likely to seek further information and take a wait-and-see stance.

91) Even if negotiators can modify their approach effectively, it does not mean that this will translate automatically into a better negotiation outcome for their side. It is quite possible that the other side will modify their approach too. The results in this situation can be disaster, with each side trying to act like the other "should" be acting, and both sides not really understanding what the other party is doing.

92) It takes years to understand another culture deeply, time negotiators typically do not have. A little understanding is clearly better than ignorance but it may not be enough to enable negotiators to make effective adjustments to their negotiation strategy.

93) A unilateral negotiation strategy is a strategy a negotiator may use individually. Joint strategies involve the participation of the other party.

94) During times of low familiarity a negotiator may employ an agent or adviser, they could bring in a mediator, or they could induce the other negotiator to use their approach.

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95) The challenge in using this strategy is to know which behaviors to modify, eliminate, or adopt. In addition, it is not clear that the other party will interpret modifications in the way that negotiators have intended.

96) During times of moderate familiarity, negotiators may adapt to the other negotiator’s approach or they can coordinate adjustment with the other party.

97) During times of high familiarity with the culture of the other party, a negotiator may embrace the other negotiator’s approach, improvise an approach, or use the effect symphony strategy.

98) The risks of using this strategy include costs due to confusion, lost time, and the overall effort required to make it work.

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CHAPTER 12 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Preparation should occur before the negotiation begins so that the time spent negotiating is more productive. ⊚ ⊚

true false

2) Negotiators who set their sights for negotiation too low are more likely to stalemate and end the negotiation in frustration. ⊚ ⊚

true false

3) The most effective use of preparation time is to completely preplan the negotiation sequence, planning the tactics for each negotiation stage in advance. ⊚ ⊚

true false

4) Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes. ⊚ ⊚

5)

true false

Negotiations are either integrative or distributive, but not both. ⊚ ⊚

true false

6) As well as their own BATNA, negotiators also need to be aware of the other’s BATNA and to identify how it compares to what they are offering. ⊚ ⊚

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7) Even in the absence of a good BATNA, negotiators should have a clear walkaway point in mind where they will halt negotiations. ⊚ ⊚

true false

8) Strong negotiators remember that it is better to reach any agreement, even a poor agreement, rather than have negotiations stall or reach an impasse. ⊚ ⊚

9)

true false

Typically, the value-claiming stage will precede the value-creation stage. ⊚ ⊚

true false

10) Effective negotiators are thoughtful about the distinction between issues of personal values and principles, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome. ⊚ ⊚

true false

11) Negotiators should always stick with the strategies they arranged during the preparation stage, as pursuing new opportunities is not advisable during a negotiation. ⊚ ⊚

true false

12) Experienced negotiators always look for “Trojan horses,” which are the best opportunities to take during a negotiation. ⊚ ⊚

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13) A legitimate opportunity may arise for a negotiator due to the other party’s excess inventory. ⊚ ⊚

14)

true false

The dilemma of honesty is deciding how much to trust what the other party tells you. ⊚ ⊚

true false

15) 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. ⊚ ⊚

16)

true false

The dilemma of trust concerns how open and honest should you be with the other party. ⊚ ⊚

true false

17) In negotiation, intangibles are deep, motivating psychological factors, often affecting negotiation in a positive way. ⊚ ⊚

true false

18) When analysis of the situation reveals no tangible explanation for the other negotiator’s behavior, then it is time to start looking for the intangibles driving their behavior. ⊚ ⊚

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19) One way to discover intangibles is to ask open questions and try to get the other party to reveal why they are sticking so strongly to a given point. ⊚ ⊚

true false

20) Opposing coalitions are the only type of coalition having significant effects on the negotiation process and outcome. ⊚ ⊚

true false

21) Successfully concluding negotiations when a coalition is aligned against you is an extremely challenging task. ⊚ ⊚

true false

22) Managing coalitions is especially important when negotiators need to rely on other people to implement an agreement. ⊚ ⊚

true false

23) Negotiators prepare in the same manner, whether facing a “tough but fair” opposing negotiator or a “tough and devious” opponent. ⊚ ⊚

24)

true false

Reputations grow naturally and a negotiator cannot change or shape their reputation. ⊚ ⊚

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25) 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 benefits themselves. ⊚ ⊚

true false

26) Negotiators are rarely in the position for collective definition of what is right or fair as a part of the negotiation process. ⊚ ⊚

true false

27) The best negotiators take a moment to analyze each negotiation after it has concluded, to review what happened and what they learned. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

28) While it may be important, which of the following is not listed in the text as one of the ten best practices for negotiators?

A) B) C) D)

29)

identify and work the BATNA remember the intangibles practice active listening be willing to walk away

At the very top of the “best practices” list for every negotiator, and every negotiation, is

A) B) C) D)

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managing coalitions. diagnosing the structure of the negotiation. remembering the intangibles. preparation.

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TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

Which of the following statements about the preparation process is incorrect?

A) No preparation is needed for the broader context of the negotiation, such as the presence of an audience.

B) Good preparation means setting aspirations for negotiation outcomes that are high but achievable.

C) Preparation should occur before the negotiation begins.

D) Good preparation means understanding your own goals and interests as well as possible.

31)

Overplanning the tactics for each negotiation stage in advance of the negotiation is

A) B) C) D)

32)

the best use of preparation time. not a good use of preparation time. a necessary part of preparation. on the list of ten “best practices.”

Using distributive tactics in a fundamentally integrative situation

A) B) C) D)

is on the list of “best practices.” keeps the opposing negotiator guessing. leaves money and opportunity on the negotiating table. leads to optimal outcomes.

33) Because of perception and decision biases, most negotiators tend to overestimate the probability that a negotiation will be

A) B) C) D)

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distributive. integrative. value-creating. productive.

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34) This element of the planning process, and a source of power in a negotiation, is especially important because this is the option that likely will be chosen should an agreement not be reached.

A) B) C) D)

value-creation paradox intangibles BATNA

35) A negotiator should do which of the following with respect to another negotiator’s BATNA?

A) B) C) D)

Subtly suggest that the other’s BATNA may not be as strong as they think it is.

Remind the other negotiator that they do not know your BATNA. List the disadvantages of your offer relative to your BATNA. Reveal your BATNA but highlight your weaknesses.

36) Negotiators can become so focused on reaching an agreement they lose sight of the real goal, which is to

A) B) C) D)

37)

achieve a valued outcome. win. claim value. create value.

In which of the following situations would it be best for a negotiator to walk away?

A) B) C) D)

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when they lack a good BATNA when the negotiator trusts the other party to follow through when a poor agreement is better than no agreement when the deal is not worth the work

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TB-Essentials Of Negotiation(4CE,Lewicki;Saunders)

Which of the following statements is true of mastering the key paradoxes in negotiation?

A) Paradoxes occur very rarely.

B) The best way to manage a paradox is to double down on the least offensive of the opposing forces.

C) A paradox is seemingly contradictory elements that occur together.

D) Strong negotiators successfully avoid paradoxes.

39) Which of the following options is not one of the key paradoxes a negotiator routinely faces?

A) B) C) D)

having a BATNA versus not having a BATNA claiming value versus creating value being too honest versus being too closed being too trusting versus being too distrusting

40) 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. This best describes the

A) B) C) D)

dilemma of trust. dilemma of honesty. paradox of being too trusting versus being too distrusting. paradox of intangibles.

41) Negotiators who believe everything the other party tells them make themselves vulnerable to being taken advantage of by the other party. This best describes the

A) B) C) D)

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dilemma of trust. dilemma of honesty. paradox of being too open versus being too opaque. paradox of intangibles.

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42) Winning, avoiding loss, looking tough or strong to others, not looking weak, being fair, and standing by principles are all examples of

A) B) C) D)

BATNAs. creating value. intangibles. being too trusting.

43) When a negotiator is trying to discover the intangibles behind the opposing negotiator, they may

A) B) C) D)

44)

When trying to counter the influence of an opposing coalition, your best defense may be

A) B) C) D)

45)

ask closed questions of the other negotiator. remove all audience members, only allowing the two negotiators to be present. see evidence of the intangible. initiate a paradox to unearth the intangibles.

to ignore the situation. to use a divide-and-conquer strategy. to use the coalition as leverage for a win over the opponent. to walk away.

Which of the following statements about coalitions is not correct?

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A) Coalitions occur only in formal negotiations.

B) Negotiators who are agents of a coalition must use care to manage the agency relationship.

C) Managing coalitions is important when negotiators need to rely on others to implement an agreement.

D) Successfully concluding negotiations when a coalition is aligned against you is an extremely challenging task.

46)

Negotiating with a tough and devious other party means that negotiators need to

A) B) C) D)

take the other negotiator at their word. plan to use dirty tricks to gain the advantage. create more value. be more guarded about sharing information.

47) People tend to view the world in a self-serving manner and negotiators can do what to manage these perceptions proactively?

A) B) C) D)

reach a consensus on which standards of fairness apply identify internal benchmarks that suggest fair outcomes question the other party’s perception of fairness criticize definitions of fairness held by the other party

FILL IN THE BLANK. Write the word or phrase that best completes each statement or answers the question.

48) This should be at the top of the “best practices list” of every negotiator: Be .

49)

Negotiators who are better prepared have numerous

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50) Negotiators should consciously assess whether they are facing a fundamentally negotiation, an integrative negotiation, or a blend of the two and choose their strategies and tactics accordingly.

51) Purchasers who need to buy items from sole suppliers are acutely aware of how the lack of a positive makes it difficult to achieve positive negotiation outcomes—one longterm alternative is to vertically integrate their production.

52) Even in the absence of a good in mind where they will halt negotiations.

, negotiators should have a clear walkaway point

53) When in team negotiations, it is important to have a team member monitor the point and be responsible for stopping the negotiation if it appears that a proposed final settlement is beyond this point.

54) The best way to manage a opposing forces.

is to attempt to strike a balance between its two

55) All negotiations have a valuestage, where parties decide who gets how much of what, but many negotiations also have a valuestage, where parties work together to expand the resources under negotiation.

56) One dilemma a negotiator faces is the dilemma of should you be with the other party?

- how open and truthful

57) A dilemma faced by negotiators is the dilemma of what the other party tells me?

- how much should I believe

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58) It is important that negotiators remember the factors while negotiating and remain aware of their potential effects—they frequently affect negotiation in a negative way, and they often operate outside the negotiator’s awareness.

59) When coalitions are aligned against you, this often requires a(n) -and-conquer strategy, where you try to increase dissent within the opposing coalition by searching for ways to breed instability.

60) A(n) is like an egg—it takes a long time to hatch and is fragile, it is easy to break, and very hard to rebuild once broken.

61) A(n) negotiator is a person who has a blend of intelligences, attitudes, and skills, including both cognitive and emotional intelligence, self-motivation, patience, pragmatism, perspective-taking ability, creativity, and strategic vision.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

62) Why does the text place such an emphasis on the importance of preparation, even placing it at the very top of the “best practices list” every negotiator should follow?

63) Good preparation also means setting aspirations for negotiation outcomes that are high but achievable. What happens if a negotiator sets their sights too low or too high?

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64) Some negotiators plan the tactics for each negotiation stage in advance. Is this the best use of preparation time? If not, what is a better use of that preparation time?

65) Negotiators should avoid using mismatched strategies and tactics. What will likely happen when a negotiator uses overly distributive tactics in a fundamentally integrative situation?

66) Some of the most important elements of planning and sources of power in a negotiation are the alternatives available if an agreement is not reached. What is a negotiator’s BATNA and why is so important?

67) Negotiators also need to be aware of the other’s BATNA. There are three things you, as a negotiator, should do with respect to another negotiator’s BATNA. One is to monitor it carefully in order to understand and retain your competitive advantage over the other’s alternatives. What are the other two things you should do with respect to the other negotiator’s BATNA?

68) Excellent negotiators understand that negotiation embodies a set of paradoxes. What is a paradox? What is the best way to manage a paradox?

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69) Compare the value-claiming stage of negotiation to the value-creation stage. Do both stages happen in every negotiation? Which stages occurs first?

70) Compare the dilemma of honesty with the dilemma of trust. What can happen if a negotiator is too honest and open? What can happen if a negotiator believes everything the other party tells them?

71) One way to discover intangible factors influencing the other party’s behavior is to look for visible evidence to explain their behavior, such as having a new boss. What are two other ways of discovering the other party’s intangible factors?

72) What three types of coalitions should negotiators be aware of which arise during the negotiation process and outcome?

73) How does preparation differ when facing a negotiation with an opponent who has a reputation of being “tough but fair” versus preparation for an opponent with the reputation of being “tough and devious”?

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74) 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 benefits themselves. Negotiators need to be aware of this tendency in both themselves and the other party. What three things can a negotiator do to manage these perceptions proactively?

75) What four-step process do the authors recommend to allow negotiators to continue to learn from their experience?

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Answer Key Test name: Chap 12_7e 1) TRUE 2) FALSE 3) FALSE 4) TRUE 5) FALSE 6) TRUE 7) TRUE 8) FALSE 9) FALSE 10) TRUE 11) FALSE 12) FALSE 13) TRUE 14) FALSE 15) TRUE 16) FALSE 17) FALSE 18) TRUE 19) TRUE 20) FALSE 21) TRUE 22) TRUE 23) FALSE 24) FALSE 25) TRUE 26) FALSE Version 1

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27) TRUE 28) C 29) D 30) A 31) B 32) C 33) A 34) D 35) A 36) A 37) D 38) C 39) A 40) B 41) A 42) C 43) C 44) B 45) A 46) D 47) A 48) prepared 49) advantages 50) distributive 51) BATNA 52) BATNA 53) [walkaway, walk away] 54) paradox 55) [claiming, creation, creating] 56) honesty Version 1

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57) trust 58) intangibles 59) divide 60) reputation 61) master 62) Negotiators who are better prepared have numerous advantages, including understanding their own interests and BATNA, 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.

63) Negotiators who set their sights too low are virtually guaranteed to reach an agreement that is suboptimal, while those who set them too high are more likely to stalemate and end the negotiation in frustration.

64) Over planning which tactics to use in each negotiation stage, in advance, is not good use of preparation time. It is far better that negotiators prepare by understanding their own strengths and weaknesses, their needs and interests, the situation, their BATNA, and the other negotiator as well as possible, so that they can adjust promptly and effectively as the negotiation proceeds.

65) Using distributive tactics in an integrative situation will likely result in reaching agreements that leave integrative potential untapped because negotiators tend not to readily share the information needed to succeed in integrative negotiations when confronted with distributive tactics. In these situations, money and opportunity are often left on the table.

66) One alternative, the Best Alternative To a Negotiated Agreement (BATNA), is so important because this is the option that likely will be chosen, should an agreement not be reached.

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67) You should remind the other negotiator of the advantages your offer has relative to their BATNA, and lastly, in a subtle way, you should suggest that the other’s BATNA may not be as strong as they think it is.

68) A paradox is two seemingly contradictory elements that occur together. The best way to manage a paradox, rather than choosing one side or the other, is to attempt to strike a balance between the opposing forces.

69) All negotiations have a value-claiming stage, where parties decide who gets how much of what, but many negotiations also have a valuecreation stage, where parties work together to expand the resources under negotiation. Typically, the value-creation stage will precede the value-claiming stage.

70) The dilemma of honesty is deciding how open and honest you should be with the other party. 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. The dilemma of trust is deciding how much to trust what the other party tells you. Negotiators who believe everything the other party tells them make themselves vulnerable to being taken advantage of by the other party.

71) One way is to ask open questions, trying to get the other party to reveal why they are sticking on a given point. Another way is to take an observer or a listener with you to the negotiation. They may be able to read the other’s emotional tone or nonverbal behavior, focus on roadblock issues, or take the other’s perspective.

72) Negotiators should recognize three types of coalitions: those against them, those that support them, and loose, undefined coalitions that may materialize either for or against them.

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73) Negotiating with a tough but fair negotiator means preparing for potentially difficult negotiations while being aware that the other party will push hard for their perspective but will also be rational and fair in their behavior. Negotiating with a tough and devious other party means that negotiators need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

74) 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, they 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.

75) First, plan a personal reflection time after each negotiation. Second, periodically “take a lesson” from a negotiation trainer or coach—such as a skills seminar or workshop, read a new book, or ask an experienced negotiator to observe or debrief you or let you observe them. Third, keep a personal diary on strengths and weaknesses, and develop a plan to work on weaknesses. Finally, if you are negotiating with the same person or group on a regular basis, keep a record of how the negotiation evolved, notes about the other negotiator, and so on.

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