Negotiations Testbank Updated-2

Essentials of Negotiation, 4th
Canadian Edition, 4e Lewicki,

Saunders, Barry, Tasa (Test Bank)
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(Essentials of Negotiation, 4th Canadian Edition, 4e Lewicki, Saunders, Barry, Tasa)
(Test Bank all Chapters)
Chapter 01
The Nature of Negotiation
True / False Questions
1. Negotiations occur for only one reason: to create something new that neither party could
achieve alone.
FALSE
Accessibility: Keyboard Navigation

Difficulty: Medium
Learning Objective: 01-01 Define negotiation and explain the key elements of a negotiation process and the distinct types of negotiation.
Topic: 01-01 Becoming a Better Negotiator
2. Sometimes people fail to negotiate because they do not recognize that they are in a
negotiable situation.
TRUE

Difficulty: Easy
3. Good negotiators are made, not born.

TRUE

Difficulty: Easy
1-1
Chapter 01 - The Nature of Negotiation
4. Negotiating parties rarely negotiate by choice.

FALSE

Difficulty: Medium
Topic: 01-02 Characteristics of a Negotiation Situation
5. It is always a good time to negotiate, there are no conditions which make negotiation more
favourable.
FALSE

Difficulty: Easy
6. Most individuals in Western culture do not negotiate enough.

TRUE

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

Difficulty: Medium
1-2
8. Intangible factors are the underlying psychological motivations that may directly or
indirectly influence the parties during a negotiation.
TRUE

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

Difficulty: Easy
Learning Objective: 01-02 Describe how people use negotiation to manage situations of interdependence.
Topic: 01-03 Managing Interdependence
10. Dependent parties never rely on others for what they need.
FALSE

Difficulty: Easy
11. The mix of convergent and conflicting goals characterizes many interdependent
relationships.
TRUE

Difficulty: Easy
1-3
12. The interdependence of people's goals, and the structure of the situation in which they are
going to negotiate, has little effect on the negotiation processes and outcomes.
FALSE

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

FALSE

Difficulty: Medium
Learning Objective: 01-03 Explain how negotiation fits within the broader perspective of processes for managing conflict.
Topic: 01-05 Value Claiming and Value Creating
14. Whether you should or should not agree on something in a negotiation depends entirely
upon the attractiveness to you of the best available alternative.
TRUE

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

Difficulty: Medium
1-4
16. Negotiator perceptions of situations tend to be biased toward seeing problems as more
integrative, or as less competitive, than they really are.
FALSE

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

Difficulty: Medium
Topic: 01-06 Conflict
18. Negotiations often begin with statements of opening positions.

TRUE

Difficulty: Easy
Topic: 01-04 Making Concessions
19. A concession occurs when one party refuses to accept a change in his or her position.
FALSE

Difficulty: Medium
1-5
20. Concessions restrict the range of options within which a solution or an agreement will be
reached.
TRUE

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

Difficulty: Medium
22. Most actual negotiations are a combination of claiming and creating value processes.
TRUE

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

Difficulty: Easy
1-6
24. Many of the most important factors that shape a negotiation result do not occur during the
negotiation, but occur after the parties have negotiated.
FALSE

Difficulty: Easy
25. Negotiation situations have fundamentally the same characteristics.

TRUE

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

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

Difficulty: Medium
1-7
28. It is possible to ignore intangibles, because they affect our judgment about what is fair, or
right, or appropriate in the resolution of the tangibles.
FALSE

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

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

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

Difficulty: Medium
1-8
32. Conflict doesn't usually occur when the two parties are working toward the same goal and
generally want the same outcome.
FALSE

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

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

Difficulty: Easy
1-9
Multiple Choice Questions
35. Negotiation is about resolving:

A. Independence
B. Conflict
C. Interdependence
D. Harmony

Difficulty: Easy
36. Negotiations occur for several reasons, except?

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

Difficulty: Medium
37. A situation in which solutions exist so that both parties are trying to find a mutually
acceptable solution to a complex conflict is what kind of a situation?
A. Mutual gains
B. Win-lose
C. Zero-sum
D. Win-win

Difficulty: Medium
1-10
38. Which of the following dilemmas concerns how much of the truth to disclose to the other
party in a negotiation?
A. Dilemma of morality
B. Dilemma of trust
C. Dilemma of honesty
D. Dilemma of independence

Difficulty: Medium
39. When the teachers union finally completed the bargaining process with the province, both
parties left the table feeling satisfied that they had achieved some of their objectives. This
exemplifies which kind of bargaining situation?
A. Win-lose
B. Mutual gains
C. Win-win
D. Zero-sum

Difficulty: Hard
40. All of the following are considered intangible factors in a negotiation, except?
A. The need to look good
B. Final agreed price on a contract
C. The desire to book more business
D. Fear of setting a precedent

Difficulty: Hard
1-11
41. Interdependent parties' relationships are characterized by:

A. Interlocking goals
B. Solitary decision making
C. Established procedures
D. Rigid structures

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

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

Difficulty: Easy
43. BATNA stands for:

A. Best alternative to a negotiated agreement.
B. Best action towards a negotiated agreement.
C. Best alternative to a negative agreement.
D. Best alternative to a negative action.

Difficulty: Medium
1-12
44. What are the two dilemmas of negotiation?

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

Difficulty: Hard
45. Satisfaction with a negotiation is determined by:

A. The process through which an agreement is reached and the dollar value of concessions
made by each party.
B. The actual outcome obtained by the negotiation as compared to the initial bargaining
positions of the negotiators.
C. The process through which an agreement is reached and by the actual outcome obtained by
the negotiation.
D. The total dollar value of concessions made by each party.

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

A. Conflict is the result of tangible factors, arising from compatible objectives regarding
price.
B. Conflict can occur when two parties are working toward the same goal and generally want
the same outcome or when both parties want very different outcomes.
C. Conflict only occurs when both parties want a very different settlement.
D. Conflict has a marginal effect on interdependent relationships.

Difficulty: Hard
1-13
47. Which of the following factors contribute to conflicts' destructive image?

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

Difficulty: Hard
48. All of the following are major strategies for conflict management that have been identified
in the dual concerns model, except?
A. Yielding
B. Compromising
C. Problem Solving
D. Action

Difficulty: Medium
49. In most of the early writing on conflict management, which approach was identified as the
distinctly preferred approach?
A. Yielding
B. Compromising
C. Problem Solving
D. Avoiding

Difficulty: Medium
1-14
50. In which of the following conflict management strategies do actors show high concern for
attaining their own outcomes and high concern for whether the other party attains his or her
outcomes?
A. Yielding
B. Contending
C. Avoiding
D. Problem solving

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

Difficulty: Easy
52. Experience always makes a negotiator better at bargaining. Do you agree or disagree with
this statement?
Answers will vary. Experience does not necessarily lead to better negotiating skills because
the real world contains so few sources of accurate feedback that can help someone improve
their skills.

Difficulty: Medium
1-15
53. How does choice motivate negotiation?
Choice motivates negotiation when someone thinks they can get a better deal by negotiating
than by simply accepting what the other side will voluntarily give them or let them have.
Negotiation is largely a voluntary process. We negotiate because we think we can improve
our outcome or result, compared to not negotiating or simply accepting what the other side
offers. It is a strategy pursued by choice; seldom are we required to negotiate.

Difficulty: Medium
54. Describe tangible and intangible factors in negotiation?
Tangible factors include quantifiable items (price, terms of agreement, etc.). By intangible
factors, we are referring to the deeper psychological motivations that may directly or
indirectly influence the parties during the negotiation.

Difficulty: Easy
55. What are the three characteristics of most relationships between parties?
Most relationships between parties may be characterized in one of three ways: independent,
dependent, and interdependent.

Difficulty: Easy
1-16
56. Define "zero-sum" situation.
Individuals are so linked together that there is a negative correlation between their goal
attainments.

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

Difficulty: Medium
58. What does the acronym BATNA mean?
Best Alternative to a Negotiated Agreement.

Difficulty: Easy
1-17
59. What role do concessions play when a proposal isn't readily accepted?
If the proposal isn't readily accepted by the other, negotiators begin to defend their own initial
proposals and critique the others' proposals. Each party usually suggests alterations to the
other party's proposal, and perhaps also changes his or her own position. When one party
agrees to make a change in his or her position, a concession has been made. Concessions
restrict the range of options within which a solution or agreement will be reached. When a
party makes a concession, the bargaining range (the difference between the preferred
acceptable settlements) is further constrained.

Difficulty: Hard
60. What are concessions?
A concession has been made when one party accepts a change in his or her position.
Concessions restrict the range of options within which a solution or agreement will be
reached.

Difficulty: Easy
61. Contrast and compare the dilemmas of honesty and trust.
Dilemma of honesty concerns how much of the truth to tell the other party. The dilemma of
trust is how much of what the other party tells them should negotiators believe.

Difficulty: Medium
1-18
62. Describe the conditions under which a distributive approach to bargaining is preferred?
Generally, distributive bargaining is most appropriate when time and resources are limited,
when the other party is likely to be competitive, and when there is no likelihood of future
interaction with the other party.

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

Difficulty: Hard
1-19
64. Why should negotiators be versatile in their comfort and use of both value-claiming and
value-creating strategic approaches?
Not only must negotiators be able to recognize which strategy is most appropriate, but they
must be able to use both approaches with equal versatility. There is no single "best",
"preferred", or "right" way to negotiate; the choice of negotiation strategy requires adaptation
to the situation. Moreover, if most negotiation issues or problems have claiming and creating
value components, then negotiators must be able to use both approaches in the same
deliberation.

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

management strategy.
Problem solving (also called collaborating or integrating) is the strategy in the upper-right
corner. Actors pursuing the problem-solving strategy show high concern for attaining their
own outcomes and high concern for whether the other party attains his or her outcomes. In
problem solving, the two parties actively pursue approaches to maximize their joint outcome
from the conflict.
Compromising is the strategy located in the middle of the dual concerns model (Figure 1.1).
As a conflict management strategy, it represents a moderate effort to pursue our own
outcomes and a moderate effort to help the other party achieve his or her outcomes. Pruitt and
Rubin do not identify compromising as a viable strategy; they see it "as arising from one of
two sources—either lazy problem solving involving a half-hearted attempt to satisfy the two
parties' interests, or simple yielding by both parties."

Difficulty: Medium
1-20
66. Explain how conflict is a potential consequence of interdependent relationships.
Conflict can result from the strongly divergent needs of the two parties or from
misperceptions and misunderstandings. Conflict can occur when the two parties are working
toward the same goal and generally want the same outcome or when both parties want very
different outcomes. Regardless of the cause of the conflict, negotiation can play an important
role in resolving it effectively.

Difficulty: Hard
1-21
Chapter 02 - Strategy and Tactics of Distributive Bargaining
Chapter 02
Strategy and Tactics of Distributive Bargaining
1. Distributive bargaining is basically a competition over who is going to get the most of a
limited resource.
TRUE

Difficulty: Medium
Learning Objective: 02-01 Recognize distributive bargaining situations.
Topic: 02-01 The Distributive Bargaining Situation
2. Whether or not one or both parties in a distributive bargaining situation achieve their
objectives will depend upon the strategy and tactics they employ.
TRUE

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

Difficulty: Easy
2-1
4. The resistance point is the point beyond which a person will not go and would rather break
off negotiations.
TRUE

Difficulty: Easy
5. The spread between the resistance points is called the bargaining agreement.
FALSE

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

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

Difficulty: Easy
2-2
8. The objective of both parties in negotiation is to obtain as little of the bargaining zone as
possible for themselves.
FALSE

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

Difficulty: Easy
Learning Objective: 02-02 Explain the importance of goals and targets, reservation points, and alternatives.
Topic: 02-02 Fundamental Strategies
10. The more attractive the other party's alternatives, the more likely he or she will be to
maintain a low resistance point.
FALSE

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

Difficulty: Medium
2-3
12. The lower the other party's estimate of your cost of delay or impasse, the stronger the
other party's resistance point will be.
FALSE

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

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

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

Difficulty: Medium
Learning Objective: 02-03 Describe the tactical approaches used in distributive situations.
Topic: 02-03 Tactical Tasks
2-4
16. Boulwarism is a take-it-or-leave-it approach often used in labour relations.

TRUE

Difficulty: Medium
Topic: 02-04 Positions Taken during Negotiation
17. Concealment is the most general screening activity.

TRUE

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

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

Difficulty: Easy
2-5
20. Schedule manipulation can be used to squeeze negotiations into the last remaining
minutes of a meeting in order to extract concessions from one party.
TRUE

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

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

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

Difficulty: Medium
2-6
24. When acting as if the decision to close the deal has already been made, the negotiator is
using the "assume-the-close" tactic of closing the agreement.
TRUE

Difficulty: Medium
25. Splitting the difference is perhaps the least popular closing tactic.
FALSE

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

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

Difficulty: Hard
Learning Objective: 02-04 Recognize and defend yourself from hardball tactics used by others.
Topic: 02-05 Hardball Tactics
2-7
28. The "snow job" tactic occurs when negotiators overwhelm the other party with so much
information that they have trouble determining which information is real or important.
TRUE

Difficulty: Medium
29. Aggressive tactics include a relentless push for further concessions.

TRUE

Difficulty: Easy
30. Ignoring a hardball tactic always gives the appearance of a weak response.
FALSE

Difficulty: Medium
31. Distributive bargaining strategies are the only strategies that are effective in
interdependent situations.
FALSE

Difficulty: Medium
2-8
32. Distributive bargaining strategies and tactics are quite useful when a negotiator wants to
maximize the value obtained in a single deal.
TRUE

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

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

Difficulty: Medium
35. Anything outside the bargaining zone will be summarily rejected by one of the
negotiators.
TRUE

Difficulty: Medium
2-9
36. A negative bargaining range occurs when the buyer's resistance point is above the seller's.
FALSE

Difficulty: Hard
37. Negotiations that begin with a negative bargaining range are likely to stalemate.
TRUE

Difficulty: Easy
38. Negotiations with a positive settlement range are obvious from the beginning.
FALSE

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

Difficulty: Medium
2-10
40. The more you can do to convince the other party that his or her costs of delay or aborting
negotiations will be costly, the more likely he or she will be to establish a modest resistance
point.
TRUE

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

Difficulty: Hard
42. In "calculated incompetence," the negotiator is intentionally given false or misleading

information to reveal to the other party.
FALSE

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

Difficulty: Medium
2-11
44. Studies indicate that negotiators who make low or modest opening offers get higher
settlements than do those who make extreme opening offers.
FALSE

Difficulty: Hard
45. Parties feel better about a settlement when negotiations involve a progression of
concessions.
TRUE

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

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

Difficulty: Easy
2-12
48. It is important to signal to the other party with either behaviour or words that the
concessions are almost over.
TRUE

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

Difficulty: Medium
50. Hardball tactics work most effectively against powerful, well-prepared negotiators.
FALSE

Difficulty: Medium
51. Hardball tactics are infallible if used properly.

FALSE

Difficulty: Hard
2-13
52. To respond to hardball tactics, a negotiator must identify the tactic quickly and understand
what it is and how it works.
TRUE

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

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

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

Difficulty: Easy
2-14
56. Distributive bargaining strategies:

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

Difficulty: Hard
57. The target point is the

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

Difficulty: Easy
58. Starting points (or initial offers):

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

Difficulty: Medium
2-15
59. The objective of both parties in distributive bargaining is to obtain as much of what as
possible?
A. Bargaining range
B. Resistance point
C. Target point
D. Bargaining mix

Difficulty: Medium
60. What is expected from a particular outcome when the resistance point is established?
A. Costs
B. Value
C. Timeliness
D. Importance

Difficulty: Medium
61. The more you can convince the other party that your costs of delay or aborting
negotiations are _______, the more modest the other's resistance point will be.
A. high
B. modest
C. extreme
D. low

Difficulty: Medium
2-16
62. The more you can convince the other that you value a particular outcome outside the
other's bargaining range, the more pressure you put on the other party to set a(n) _____
resistance point.
A. High
B. Low
C. Modest
D. Extreme

Difficulty: Medium
63. Research and practical experience suggest that a large majority of agreements in
distributive bargaining are reached when the deadline is:
A. near.
B. flexible.
C. past.
D. undefined.

Difficulty: Easy
64. Disruptive action tactics can cause all of the following, except?
A. Embarrassment
B. Increased costs
C. Anger
D. Mutual satisfaction

Difficulty: Easy
2-17
65. The opening stance is:

A. another name for the first round of concessions.
B. the first price that a buyer quotes to a seller.
C. the attitude to adopt during the negotiation.
D. a package of concessions.

Difficulty: Medium
66. The bargaining range is defined by:

A. the opening stance and the initial concession.
B. the initial round of concessions.
C. the bargaining mix and the opening stance.
D. the opening offer and the counteroffer.

Difficulty: Medium
67. All of the following actions are possible after the first round of offers, except?
A. Hold firm
B. Insist on the original position
C. Make some concessions
D. Make a revised first round offer

Difficulty: Medium
2-18
68. Good distributive bargainers will:

A. begin negotiations with the other party with an opening offer close to their own resistance
point.
B. ensure that there is enough room in the bargaining range to make some concessions.
C. accept an offer that is presented as a fait accompli.
D. immediately identify the other party's target point.

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

A. Concessions are central to negotiations.
B. Concession is another word for adjustments in position.
C. Concession making exposes the concession maker to some risk.
D. Reciprocating concessions is a haphazard process.

Difficulty: Easy
70. Parties feel better about a settlement when negotiations involve a(n):
A. immediate settlement.
B. a single round of concessions.
C. progression of concessions.
D. fait accompli.

Difficulty: Easy
2-19
71. All of the following are true regarding the making of concessions in a negotiation,
except?
A. Concessions indicate an acknowledgment of the other party's objectives.
B. Concessions show a movement toward the other's position.
C. Concessions imply a recognition of the legitimacy of the other party's position.
D. Concessions are a statement of the failure to recognize the other party's position.

Difficulty: Medium
72. When successive concessions get smaller, the most obvious message is that:
A. the negotiator is reaching the fatigue point.
B. the resistance point is being reached.
C. the concession maker's position is weakening.
D. the negotiator has passed the resistance point.

Difficulty: Hard
73. Hardball tactics are designed to:

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

Difficulty: Medium
2-20
74. Aggressive behaviour tactics include all of the following, except?

A. The relentless push for further concessions.
B. Asking for the best offer at the end of negotiations.
C. Asking the other party to explain and justify their proposals item by item.
D. Forcing the other side to make many concessions to reach an agreement.

Difficulty: Medium
75. The "snow job" tactic occurs when:

A. the other party acts cool and aloof
B. negotiations are perceived to be unethical
C. negotiators overwhelm the other party with too much information
D. negotiations refuse to offer concessions

Difficulty: Medium
76. A(n) _____ contains an extremely tight deadline to pressure the other party to agree
quickly.
A. snow job
B. sweet deal
C. exploding offer
D. incompetent concession

Difficulty: Easy
2-21
77. The most popular closing tactic is:

A. the exploding offer
B. split the difference
C. sweeteners
D. assume the close

Difficulty: Easy
78. Which of the following hardball tactics is based on the theory that the use of extreme
offers will cause the other party to re-evaluate his or her own opening offer and move closer
to or beyond their resistance point?
A. Good Cop/Bad Cop
B. Bogey
C. Lowball/Highball
D. The Nibble

Difficulty: Medium
79. Which of the following hardball tactics pretends that an issue of little or no importance to
them when in reality the issue is very important?
A. Good Cop/Bad Cop
B. Bogey
C. Lowball/Highball
D. The Nibble

Difficulty: Medium
2-22
80. Negotiators using the ______ tactic ask for a proportionally small concession on an item
that hasn't been discussed previously to close the deal.
A. Good Cop/Bad Cop
B. Bogey
C. Nibble
D. Lowball/Highball

Difficulty: Medium
81. Define distributive bargaining.
A competition over who is going to get the most of a limited resource (can be money, time,
people, etc.)

Difficulty: Easy
82. List two situations when distributive bargaining strategies are useful.
When a negotiator wants to maximize the value obtained in a single deal and when the
relationship with the other party is not important.

Difficulty: Medium
2-23
83. Under what conditions does a negative bargaining range occur?
The seller's resistance point is above the buyer's.

Difficulty: Easy
84. How can a negotiation that begins with a negative bargaining range be resolved?
If one or both parties are persuaded to change their resistance points, or if someone else forces
a solution upon them that one or both parties dislike.

Difficulty: Medium
85. Define BATNA.
Best Alternative to a Negotiated Agreement.

Difficulty: Easy
86. What can happen when one or both parties do not think they got the best agreement
possible?
One party or the other may try to get out of the agreement later, try to recoup their losses, or
get even.

Difficulty: Medium
2-24
87. What are the four important tactical tasks for a negotiator in a distributive bargaining
situation?
(1) Assess the other party's outcome values and the costs of terminating negotiations; (2)
manage the other party's impression of one's own outcome values; (3) modify the other party's
perception of his or her own outcome values; (4) manipulate the actual costs of delaying or
aborting negotiations.

Difficulty: Hard
88. What is the simplest way to screen a position?
Say and do as little as possible.

Difficulty: Medium
89. Define calculated incompetence.
The negotiating agent is not given all of the necessary information, making it impossible for
information to be leaked.

Difficulty: Easy
2-25
90. Define selective presentation.
Negotiators reveal only the facts necessary to support their case.

Difficulty: Easy
91. Describe the use of emotional reaction.
Another form of direct action negotiators can take to provide information about what is
important to them. Powerful displays allow negotiators to claim more value.

Difficulty: Medium
92. What are the three ways to manipulate the costs of delay in negotiation?
(1) Plan disruptive action; (2) ally with outsiders; (3) manipulate the scheduling of
negotiations.

Difficulty: Medium
2-26
93. Why is it advantageous to make an extreme opening offer?
Gives more room for movement in negotiation and therefore more time to learn the other
party's priorities. May create the impression that there is a long way to go before a reasonable
settlement will be achieved and more concessions than originally intended may have to be
made to bridge the difference between the two opening positions.

Difficulty: Hard
94. What are the disadvantages of making a more extreme opening offer?
It may be summarily rejected by the other party, and it communicates an attitude of toughness
that may be harmful to long term relationships.

Difficulty: Medium
95. What characteristics of the original offer, opening stance and opening concession signal a
position of firmness? Of flexibility?
Firmness: an extreme original offer, a determined opening stance, and a very small opening
concession. Flexibility: a more moderate opening offer, a reasonable co-operative opening
stance, and a more generous initial concession.

Difficulty: Medium
2-27
96. What are the advantages of adopting a flexible position?
Can learn about the other party's outcome values and perceived possibilities. Establishes a co-
operative rather than combative relationship, hoping to get a better agreement. Keep
negotiations going.

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

Difficulty: Hard
98. What is the disadvantage of letting the absence of further concessions convey the message
of the final offer?
The other party may not recognize at first that the last offer was the final one and might
volunteer a further concession to get the other to respond. Finding that no further concession
results, the other party may feel betrayed and perceive that the pattern of concession-counter
concession was violated.

Difficulty: Medium
2-28
99. What are the risks involved when using hardball tactics?
Harm to reputation, losing the deal, negative publicity, and dealing with the other party's
revenge.

Difficulty: Medium
100. What are the strategies for responding to hardball tactics?
Ignore them, discuss them, respond in kind, and co-opt the other party. Also discussed in the
text but not listed specifically: preparation, familiarity with hardball tactics, identification and
discussing the tactics, halting the negotiation process, team negotiations.

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

Difficulty: Medium
2-29
102. In a short essay, defend or refute the following statement: "The less the other party
values an issue, the higher his or her resistance point will be".
The less the other party values an issue, the lower his or her resistance point will be.
The resistance point may soften as the person reduces how valuable he or she considers that
issue. If you can convince the other party that a current negotiating position will not have the
desired outcome or that the present position is not as attractive as the other believes, then he
or she will adjust the resistance point.

Difficulty: Medium
2-30
Chapter 03 - Strategy and Tactics of Integrative Negotiation
Chapter 03
Strategy and Tactics of Integrative Negotiation
1. Although conflict may initially give negotiating parties the perception that the outcome is
win-lose, discussion and mutual exploration will usually suggest win-win alternatives.
TRUE

Difficulty: Medium
Learning Objective: 03-01 Recognize integrative bargaining situations.
Topic: 03-01 An Overview of the Integrative Negotiation Process
2. Those wishing to achieve integrative results find that they must manage the context and
process of the negotiation in order to gain the willing co-operation and commitment of the
other party.
TRUE

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

FALSE

Difficulty: Easy
3-1
4. Successful integrative negotiation requires that the negotiators search for solutions that
meet the needs and objectives of all sides.
TRUE

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

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

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

Difficulty: Easy
3-2
8. For a situation to be integrative, the negotiation must include more than one issue.
FALSE

Difficulty: Medium
Topic: 03-02 Recognizing Integrative Situations
9. If the negotiation is likely to recur in the future that is an indication that the situation calls
for an integrative approach.
TRUE

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

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

Difficulty: Medium
Learning Objective: 03-02 Describe the key steps in the integrative bargaining process.
Topic: 03-03 Key Steps in the Integrative Negotiation Process
3-3
12. Value that is created should not be claimed.

FALSE

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

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

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

Difficulty: Easy
3-4
16. Process interests are related to the way a dispute is started.

FALSE

Difficulty: Easy
17. Logrolling is the process of exchanging low-priority issues for issues of higher priority.
TRUE

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

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

Difficulty: Hard
3-5
20. Integrative negotiation solutions should be judged on two major criteria: the time that it
took to complete the negotiation and how much value was claimed and how much was left on
the table.
TRUE

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

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

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

Difficulty: Easy
3-6
24. A shared goal is one that both parties work toward but that benefits each party differently.
TRUE

Difficulty: Easy
Learning Objective: 03-03 Explain the key strategies and tactics that facilitate value creation.
Topic: 03-04 Strategies That Facilitate Successful Integrative Negotiation
25. For integrative negotiation to succeed, the parties must be motivated to compete rather
than to collaborate.
FALSE

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

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

Difficulty: Easy
3-7
28. When people trust each other, they are more likely to share information and to
communicate accurately their needs, positions, and the facts of the situation.
TRUE

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

Difficulty: Hard
30. In integrative negotiation, the goals of the parties are mutually exclusive.
FALSE

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

Difficulty: Medium
3-8
32. Effective negotiators are always assertive in their language and rigid in their processes.
FALSE

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

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

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

Difficulty: Medium
3-9
36. Intrinsic relationship interests exist when the parties derive positive benefits from the
relationship and do not wish to endanger future benefits by souring it.
FALSE

Difficulty: Medium
37. Focusing on interests can be harmful to a group of negotiators whose consensus on a

particular issue is built around a unified position rather than a more generalized set of
interests.
TRUE

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

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

Difficulty: Medium
3-10
40. Successful bridging requires a fundamental reformulation of the problem such that the
parties are no longer squabbling over their positions; instead, they are disclosing sufficient
TRUE

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

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

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

Difficulty: Medium
3-11
44. Intangibles can lead the negotiator to fight harder to attain a particular solution option if
that option satisfies both tangibles and intangibles.
TRUE

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

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

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

Difficulty: Easy
3-12
48. Although there is no guarantee that trust will lead to collaboration, there is plenty of
evidence to suggest that mistrust inhibits collaboration.
TRUE

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

Difficulty: Easy
50. Which of the following is not an element of integrative negotiations?

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

Difficulty: Easy
3-13
51. Which of the following processes is central to achieving almost all integrative
agreements?
A. Moderating the free flow of information to ensure that each party's position is accurately
stated
B. Exchanging information about each party's position on key issues
C. Emphasizing the commonalties between the parties
D. Searching for solutions that maximize the substantive outcome for both parties

Difficulty: Medium
52. Which of the following factors, or clues, usually indicate that an integrative approach to
negotiation is appropriate?
A. The negotiation includes a single issue.
B. It is not possible to add more issues to the mix.
C. The negotiation is unlikely to ever occur again.
D. The parties have varying preferences across the issues.

Difficulty: Hard
53. All of the following are considered important steps in the integrative negotiation process,
except?
A. Identifying and defining the problem.
B. Understanding the problem and bringing interests and needs to the surface.
C. Generating alternative solutions to the problem.
D. refusing to negotiate as a group.

Difficulty: Hard
3-14
54. Which of the following refers to the tension between value creating and value claiming?
A. The prisoner's dilemma.
B. The negotiator's dilemma.
C. The conspirator's dilemma.
D. Parteo's dilemma.

Difficulty: Easy
55. An interest is considered instrumental and intrinsic if:

A. the parties value it because it helps them derive other outcomes in the future.
B. the parties value the interest in and of itself.
C. it relates to "tangible issues" or the focal issues under negotiation.
D. the relationship is valued for both its existence and for the pleasure that sustaining the
relationship creates.

Difficulty: Hard
56. _____ relationship interests exist when the parties value the relationship both for its
existence and for the pleasure or fulfillment that sustaining it creates.
A. Substantive
B. Instrumental
C. Intrinsic
D. Process

Difficulty: Easy
3-15
57. ______ relationship interests exist when the parties derive substantive benefits from the
relationship and do not want to endanger future benefits by souring it.
A. Substantive
B. Instrumental
C. Intrinsic
D. Process

Difficulty: Easy
58. Substantive interests:

A. are the interests that relate to the focal issues under negotiation.
B. are related to the way we settle the dispute.
C. mean that one or both parties value their relationship with each other and do not want to
take actions that will damage the relationship.
D. regard what is fair, what is right, what is acceptable, what is ethical, or what has been done
in the past, and should be done in the future.

Difficulty: Medium
3-16
59. Successful logrolling requires:

A. that the parties establish more than one issue in conflict and then agree to trade off among
these issues so one party achieves a highly preferred outcome on the first issue and the other
person achieves a highly preferred outcome on the second issue.
B. no additional information about the other party than his/her interests, and assumes that
simply enlarging the resources will solve the problem.
C. that one party is allowed to obtain his/her objectives and he/she then "pays off" the other
party for accommodating his/her interests.
D. a fundamental reformulation of the problem such that the parties are disclosing sufficient

Difficulty: Medium
60. What approach can parties use to generate alternative solutions by redefining the problem
or problem set?
A. Brainstorming
B. Logrolling
C. A bridge solution
D. Nonspecific compensation

Difficulty: Medium
3-17
61. In nonspecific compensation:

A. resources are added in such a way that both sides can achieve their objectives.
B. one party achieves his/her objectives and the other's costs are minimized if he/she agrees to
go along.
C. the parties are able to invent new options that meet each side's needs.
D. one person is allowed to obtain his/her objectives and "pay off" the other person for
accommodating his interests.

Difficulty: Medium
62. Which of the following questions can be asked to facilitate nonspecific compensation?
A. What are the other party's goals and values?
B. How can both parties get what they are demanding?
C. What issues are of higher and lower priority to me?
D. What risks and costs does my proposal create for the other?

Difficulty: Hard
63. "What are the other's real underlying interests and needs?" is a question that can facilitate
which of the following?
A. Expanding the pie
B. Logrolling
C. Nonspecific compensation
D. Bridging

Difficulty: Hard
3-18
64. When confronted with complex problems, or a large number of alternative options, which
of the following steps is necessary?
A. Broaden the range of solution options.
B. Evaluate the solutions on the basis of quality and acceptability.
C. Decide on which criteria to use while evaluating options.
D. Maintain a focus on the influence of tangibles in selecting options.

Difficulty: Hard
65. Which guideline should be used in evaluating options and reaching a consensus?
A. Keep the range of solution options as wide as possible
B. Evaluate the solutions on the basis of speed and expediency
C. Keep detailed records throughout the discussion and evaluation process
D. Be alert to the influence of intangibles in selecting options

Difficulty: Hard
66. A common goal is one in which:

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

Difficulty: Medium
3-19
67. A joint goal is one in which:

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

Difficulty: Medium
68. Which of the following is not necessary for integrative negotiation to succeed?
A. Each party should be as interested in the objectives and problems of the other as each is in
his/her own - each must assume responsibility for the other's needs and outcomes as well as
for his/her own.
B. The parties must be committed to a goal that benefits both of them rather than to pursuing
only their own ends.
C. The parties must be willing to adopt interpersonal styles that are more congenial than
combative, more open and trusting than evasive and defensive, more flexible (but firm) than
stubborn (but yielding).
D. Needs have to be made explicit, similarities have to be identified, and differences have to
be recognized and accepted.

Difficulty: Hard
3-20
69. All of the following factors contribute to the development of trust between negotiators,
except?
A. We are more likely to trust someone we perceive as similar to us or as holding a positive
attitude toward us.
B. We often mistrust people who are dependent upon us because we are in a position to help
or hurt them.
C. We are more likely to trust people who initiate co-operative, trusting behaviour.
D. We are more likely to trust negotiators who make concessions.

Difficulty: Hard
70. When people do not trust each other, they are more likely to engage in which of the
following behaviours?
A. Promoting collaboration
B. Communicating accurately
C. Positional bargaining
D. Committing to a joint solution

Difficulty: Hard
71. What elements must be present in a negotiation to be characterized as "integrative?"
A focus on commonalities rather than differences, an attempt to address needs and interests, a
commitment to achieving needs of all involved parties, the required exchange of information
and ideas, the invention of options for mutual gain, the use of objective criteria for standards
of performance.

Difficulty: Medium
3-21
72. What are the key contextual factors to achieving integrative results in bargaining?
Key contextual factors include creating a free flow of information, attempting to understand
the other negotiator's real needs and objectives, emphasizing commonalities between parties,
and searching for solutions that meet the goals and objectives of both parties.

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

• It is possible to add more issues to the mix.
• The negotiation is likely to recur over time.
• The parties have varying preferences across the issues.

Difficulty: Easy
74. What are the four major steps in the integrative negotiation process?
Identifying and defining the problem, understanding the problem and bringing interests and
needs to the surface, generating alternative solutions to the problem, and choosing a specific
solution from among those alternatives.

Difficulty: Medium
3-22
75. How can personal preferences get in the way of integrative negotiations?
When parties are engaged in conflict, they tend to become evaluative and judgmental. They
view their own actions, strategies, and preferences in a positive light and the other party's
actions, strategies, and preferences in a negative light. Such evaluative judgments can get in
the way of clear and dispassionate thinking

Difficulty: Medium
76. Define interests.
Interests are the underlying concerns, needs, desires, or fears behind a negotiator's position,
which motivate the negotiator to take that position.

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

Difficulty: Medium
3-23
78. What is the benefit of bringing different interests to the surface?
Bringing different interests to the surface may enable the parties to see that in fact they care
about very different things, and thus, they can invent a solution that addresses the interests of
both sides.

Difficulty: Medium
79. What two approaches can be used to generate alternative solutions?
Redefine, recast, or reframe the problem so as to create win-win alternatives out of what
earlier appeared to be a win-lose problem; and taking the problem as given and creating a
long list of alternative options from which they can choose a particular option.

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

Difficulty: Medium
3-24
81. Define bridging or bridge solutions.
The parties are able to invent new options that meet each side's needs. Successful bridging
requires a fundamental reformulation of the problem such that the parties are no longer
squabbling over their positions; instead, they are disclosing sufficient information to discover
their interests and needs and then inventing options that will satisfy both parties' needs.

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

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

Difficulty: Medium
3-25
84. Why should criteria be decided in advance of evaluating options?
If the parties first debate their criteria and determine which ones are most important, they will
be able to decide on criteria independent of the consideration of any particular candidate or
option. Then, when they consider the individual candidates or options, they will pick the best
one based on these criteria, not on the individual preferences of one side or the other.

Difficulty: Medium
85. What approaches to logrolling can be particularly helpful in the "evaluation and selection
of alternatives" phase of integrative negotiation?
Exploit differences in risk preference, exploit differences in expectations, and exploit

differences in time preferences.

Difficulty: Hard
86. What are the potential pitfalls of voting on final agreements or packages?
Voting only accomplishes the relative disenfranchisement of the losing party and jeopardizes
the likelihood that "losers" will be less committed than "winners" to the implementation and
attainment of the negotiated outcome.

Difficulty: Hard
3-26
87. What are the preconditions necessary for the integrative negotiation process?
The presence of a common goal, faith in one's own problem-solving ability, a belief in the
validity of the other's position, the motivation and commitment to work together, trust, clear
and accurate communication, and an understanding of how to approach an integrative
negotiation process.

Difficulty: Medium
88. How can motivation and commitment to problem solving be enhanced?
The parties can come to believe that they share a common fate, the parties can demonstrate to
one another that there is more to be gained by working together (to increase the payoffs or
reduce the costs) than by working separately, the parties can engage in commitments to each
other before the negotiations begin.

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

Difficulty: Easy
3-27
Chapter 04 - Negotiation: Planning and Strategy
Chapter 04
Negotiation: Planning and Strategy
1. People downplay the importance of preparation because they think it is time consuming.
TRUE

Difficulty: Easy
Learning Objective: 04-01 Formulate appropriate goals for negotiation purposes.
Topic: 04-01 Goals-The Focus That Drives a Negotiation
2. Effective goals are concrete, specific, and measurable.

TRUE

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

FALSE

Difficulty: Medium
4-1
4. A negotiator's unilateral choice of strategy is reflected in the answers to two simple

questions:
1. How much concern does the actor have for achieving the substantive outcomes at stake in
this negotiation?
2. How much concern does the negotiator have for the current and future quality of the
relationship with the other party?
TRUE

Difficulty: Medium
Learning Objective: 04-03 Identify some strategic choices that flow from the planning process.
Topic: 04-03 Strategy—Moving from Planning to Action
5. The dominant force for success in negotiation is in the planning that takes place prior to the
dialogue.
TRUE

Difficulty: Easy
Learning Objective: 04-02 List the basic steps of the planning process.
Topic: 04-02 Getting Ready: The Planning Process
6. Planning is critically the most important activity in negotiation.

TRUE

Difficulty: Easy
7. Multiple-issue negotiations lend themselves more to distributive negotiations.

FALSE

Difficulty: Medium
4-2
8. Intangible issues are often easy to discuss and rank-order.

FALSE

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

Difficulty: Easy
10. Alternatives are other agreements negotiators could achieve and still meet their needs.
TRUE

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

Difficulty: Easy
4-3
12. Target setting often requires considering how to package several issues and objectives.
TRUE

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

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

Difficulty: Medium
15. Assumptions are potential hurdles that can move one in the wrong direction.
TRUE

Difficulty: Easy
4-4
16. Negotiators who propose agendas unilaterally face less risk.

FALSE

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

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

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

Difficulty: Easy
4-5
20. The decision to negotiate is closely related to the desirability of available alternatives.
TRUE

Difficulty: Easy
21. Co-operative strategies tend to create "we-they" or "superiority-inferiority" patterns,

which often lead to distortions in judgment regarding the other side's contributions and
efforts, and to distortions in perceptions of the other side's values, needs, and positions.
FALSE

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

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

Difficulty: Medium
4-6
24. A single planning process can be followed for both a distributive and an integrative
process.
TRUE

Difficulty: Medium
25. All negotiations consist of multiple issues.

FALSE

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

Difficulty: Medium
27. Interests may be both process-based and relationship-based.

TRUE

Difficulty: Easy
4-7
28. Interests are those items that a negotiator wants.

FALSE

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

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

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

Difficulty: Easy
4-8
32. The number of issues in a negotiation, together with the relationship between the
negotiator and the other party, is often the primary determinant of whether to use a
distributive or integrative strategy.
TRUE

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

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

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

Difficulty: Medium
4-9
36. If both substance and relationship outcomes are important, the negotiator should pursue a
competitive strategy.
FALSE

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

Difficulty: Hard
38. What are the most critical precursors for achieving negotiation objectives?
A. Effective strategizing, planning, and preparation
B. Goal setting and target planning
C. Defining frames and setting goals
D. Framing and strategizing

Difficulty: Hard
4-10
39. The less concrete and measurable goals are:

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

Difficulty: Medium
40. Which of the following statements is true concerning the relationship between wants and
goals?
A. Wants and goals are the same thing in negotiation situations.
B. Wants may be related to interests or needs that motivate goals, but they are not goals
themselves.
C. Wants must be attainable, while goals may be unattainable.
D. Wants cannot be measured, whereas goals are explicitly measurable.

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

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

Difficulty: Medium
4-11
42. Interests can be all of the following, except?

A. Substantive, directly related to the focal issues under negotiation.
B. Process-based, related to the manner in which we settle this dispute.
C. Tied to the relationship-based current or desired future relationship between the parties.
D. Based only on the tangible items of the negotiation.

Difficulty: Medium
43. All of the following are true when describing limits, except?
A. They are the point where you should stop the negotiation.
B. They are also called resistance points.
C. Establishing them is a critical part of planning.
D. They should be ignored in a bidding war.

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

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

Difficulty: Easy
4-12
45. Which of the following terms can we consider to have achieved the best possible deal?
A. Specific target point
B. Resistance point
C. Alternative
D. Asking price

Difficulty: Medium
46. Reactive strategies:

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

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

Difficulty: Easy
4-13
48. Which of the following engagement strategies has only a long-term focus, where parties
expect to work together in the future?
A. Competition
B. Distributive
C. Collaboration
D. Accommodative

Difficulty: Medium
49. Which of the following engagement strategies has only a short-term focus, where parties
do not expect to work together in the future?
A. Competition
B. Integrative negotiation
C. Collaboration
D. Accommodative

Difficulty: Medium
50. Which of the following engagement strategies has a long-term focus where parties expect
to work together in the future?
A. Competition
B. Distributive
C. Collaboration
D. Accommodative

Difficulty: Medium
4-14
51. In which of the following engagement strategies is there usually a variable amount of
resources to be divided?
A. Competition
B. Distributive negotiation
C. Integrative negotiation
D. Accommodative

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

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

Difficulty: Medium
53. A strong interest in achieving only substantive outcomes tends to support what kind of
strategy?
A. Collaborative
B. Accommodating
C. Competitive
D. Avoidance

Difficulty: Easy
4-15
54. A strong interest in achieving only the relationship outcomes suggests what kind of
strategy?
A. Competitive
B. Accommodation
C. Collaborative
D. Avoidance

Difficulty: Medium
55. Avoidance could best be used when:

A. negotiation is necessary to meet your needs.
B. the time and effort to negotiate are negligible.
C. the available alternatives are very strong.
D. the only available negotiator is a senior manager.

Difficulty: Medium
56. Which of the following is a win-lose strategy, similar to that of competition, while having
a very different image?
A. Collaboration
B. Avoidance
C. Engagement
D. Accommodation

Difficulty: Hard
4-16
57. In which of the following strategies is the key attitude, "You win, I lose"?
A. Competition (Distributive Bargaining)
B. Collaboration (Integrative Negotiation)
C. Accommodative Negotiation
D. Avoidance

Difficulty: Hard
58. In which of the following strategies is the primary motivation to maximize the joint
outcome?
A. Accommodative Negotiation
B. Avoidance
C. Competition (Distributive Bargaining)
D. Collaboration (Integrative Negotiation)

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

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

Difficulty: Medium
4-17
60. List three types of goals in the context of negotiation.
Substantive (tangibles), intangibles, and procedural.

Difficulty: Easy
61. Define the term goal.
A goal is a specific, focused realistic target that one can specifically plan to achieve.

Difficulty: Easy
62. Why is it important for goals to be concrete, specific, and measurable?
The less concrete and measurable they are, the harder it is to communicate to the other party
what we want, to understand what he/she wants, and to determine whether any particular
outcome satisfies our goals.

Difficulty: Medium
4-18
63. How does the single episodic assumption affect our choice of strategy?
Developing and framing goals in the view of a single negotiation episode we may ignore
allows us to ignore the relationship (and future dealings) with the other party in favour of a
simplistic concern for achieving only the substantive outcome.

Difficulty: Hard
64. What specific steps are involved in effective planning?
Defining the issues; assembling issues and defining the bargaining mix; defining interests;
defining limits and alternatives; defining one's own objectives (targets) and opening bids
(where to start); assessing constituents and the social context in which the negotiation will
occur; analysing the other party; planning the issue presentation and defence; defining
protocol - where and when the negotiation will occur, who will be there, agenda, etc.

Difficulty: Hard
65. Contrast the types of negotiations most appropriate for single-issue negotiations compared
with multiple-issue negotiations.
Single-issue negotiations tend to dictate distributive negotiations because the only real
negotiation issue is the price or "distribution" of that issue. In contrast, multiple-issue
negotiations lend themselves more to integrative negotiations because parties can use
processes such as logrolling to create issue packages that are mutually beneficial.

Difficulty: Medium
4-19
66. Define bargaining mix.
The combined lists of issues from each side in the negotiation.

Difficulty: Easy
67. What are the advantages and disadvantages of large bargaining mixes?
Large bargaining mixes give us more possible components and arrangements for settlement,
thus increasing the likelihood that a particular package will meet both parties' needs and,
therefore, increasing the likelihood of a successful settlement. At the same time, larger
bargaining mixes can lengthen negotiations because there are more possible combinations of
issues to consider, and combining and evaluating all these mixes makes things very complex.

Difficulty: Medium
68. Why might bargainers want to consider "giving away something for nothing?"
Even if an issue is unimportant or inconsequential to you, it may be valuable or attractive to

another. Awareness of the actual or likely value of such concessions to the parties can
considerably enrich the value that you offer to the other at little or no cost to yourself.

Difficulty: Easy
4-20
69. What pieces of information does a negotiator need about the other party in order to
prepare effectively?
The other party's current resources, issues, and bargaining mix; the other party's interests and
needs; the other party's resistance point and alternative(s); the other party's targets and
objectives; the other party's reputation and negotiation style; the other party's constituents,
social structure, and authority to make an agreement; the other party's likely strategy and
tactics.

Difficulty: Medium
70. What are the advantages and disadvantages of limiting a negotiator's authority?
Advantages: Negotiators kept on a "short leash" cannot be won over by a persuasive

presentation to commit their constituency to something that is not wanted. They cannot give
out sensitive information carelessly. Disadvantages: When a negotiator always has to "check
things out" with those he represents, the other party may refuse to continue until someone
who has the power to answer questions and make decisions is brought to the table. The
limited authority may frustrate the other and create an unproductive tension in the negotiating
relationship.

Difficulty: Medium
71. Why is note taking critical?
The person with the best notes becomes the memory of the session, can take some license in
the drafting of the agreement, and will have something that can be reviewed by experts and
specialists.

Difficulty: Medium
4-21
72. How might a negotiator gather information about the other party's current interest and
needs?
This information may be obtained through a variety of routes:
1. Conducting a preliminary interview, including a broad discussion of what the other party
would like to achieve in the upcoming negotiations (focus on broad interests, not just issues)
2. Anticipating the other party's interests (as if you were in their shoes)
3. Asking others who know or have negotiated with the other party
4. Reading how the other party portrays himself or herself in the media

Difficulty: Easy
73. Define strategy and tactics.
Strategy is the overall pattern or plan required to accomplish one's goals in a negotiation and
the sequence of actions that lead to the accomplishment of those goals. Tactics are short-term,
adaptive moves designed to enact or pursue broader (or higher level) strategies, which in turn
provide stability, continuity, and direction for tactical behaviours.

Difficulty: Easy
74. What are the four types of initial strategies for negotiators?
Competition, collaboration, accommodation, and avoidance.

Difficulty: Easy
4-22
75. What strategic negotiation purposes can be served by avoidance?
First, if you are able to meet your needs without negotiating at all, it may make sense to use
an avoidance strategy. Second, it simply may not be worth the time and effort to negotiate.
Third, the decision to negotiate is closely related to the desirability of available alternatives—
what outcomes the negotiator can hope to achieve if negotiations fall through or don't work
out.

Difficulty: Hard
76. What is the primary goal when pursuing a strategy of accommodation?
To build or strengthen the relationship (or the other party) and the negotiator is willing to
sacrifice the outcome.

Difficulty: Medium
77. Describe a drawback of an accommodation strategies.
Accommodation strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight.

Difficulty: Hard
4-23
78. Indicate the position of each of the four engagement strategies in the dual concerns
model.
See FIGURE 4.2 - The Dual Concerns Model
Collaboration - Upper left

Accommodation - Upper right
Competition - Lower left
Avoidance - Lower right

Difficulty: Hard
79. Under what conditions, or interests, might a negotiator lean toward using a competitive
(distributive) strategy?
A strong interest in achieving only substantive outcomes—getting this deal, winning this
negotiation, with little or no regard for the effect on the relationship or on subsequent
exchanges with the other party—tends to support a competitive (distributive) strategy.

Difficulty: Hard
80. Under what conditions, or interests, might a negotiator lean toward using an
accommodation strategy?
A strong interest in achieving only the relationship goals—building, preserving, or enhancing

a good relationship with the other party—suggests an accommodation strategy.

Difficulty: Hard
4-24
81. Which strategy should a negotiator pursue when both substance and relationship interest
are important?
If both substance and relationship are important, the negotiator should pursue a collaborative
(integrative) strategy.

Difficulty: Medium
4-25
Chapter 05 - Individual Differences: Know Yourself and Your Counterpart
Chapter 05
Individual Differences: Know Yourself and Your Counterpart
1. Gender differences are the least researched individual difference topic in negotiation.
FALSE

Difficulty: Easy
Learning Objective: 05-01 Identify differences in how males and females negotiate and in how they are treated by others in negotiation.
Topic: 05-01 Gender Differences in Negotiation
2. Academic research concludes that little or no difference exists between male and female
negotiators.
FALSE

Difficulty: Easy
3. Not only does research indicate that women and men perceive negotiations in different
ways, but there is also evidence that women in negotiations are often treated worse than men.
TRUE

Difficulty: Medium
5-1
4. Early research suggests that not only do women and men receive different outcomes during
salary negotiations but also that the same tactic may have opposite effects on salary
negotiation outcomes, depending on whether it is used by a man or woman.
TRUE

Difficulty: Hard
5. Two ways to overcome the influence of gender stereotypes on negotiation performance are
through motivational and cognitive interventions.
TRUE

Difficulty: Medium
Learning Objective: 05-02 Summarize ways to overcome negotiation disadvantages that result from gender differences and stereotypes.
Topic: 05-02 Overcoming Gender Differences
6. Research has shown that women do as well as men when they are negotiating outcomes on
behalf of others.
TRUE

Difficulty: Medium
7. Personality traits are unstable tendencies to think, feel, or behave in certain ways that can
be identified and measured.
FALSE

Difficulty: Easy
Learning Objective: 05-03 Examine specific personality traits that influence negotiation behaviours and processes.
Topic: 05-03 Personality and Negotiation
5-2
8. Face threat sensitivity refers to the degree to which female negotiators are intimidated by
face-to-face negotiation with their male counterparts.
FALSE

Difficulty: Easy
9. Competitive negotiators usually have a high level of comfort with conflict and competition,
despise debating issues, and are often considered good listeners.
FALSE

Difficulty: Medium
10. Pro-socials adopt a social value orientation that is more concerned with the well-being of
others, are more oriented toward problem solving and reciprocal co-operation.
TRUE

Difficulty: Easy
11. According to Christie and Geis, "High Machs" are thought to be more likely to tolerate
behaviour that violates social norms and are more inclined to advocate the use of deception
interpersonally.
TRUE

Difficulty: Easy
5-3
12. A compromising conflict management style is high on both assertiveness and co-
operativeness.
FALSE

Difficulty: Easy
13. An avoiding conflict management style is low on both assertiveness and co-
operativeness.
TRUE

Difficulty: Easy
14. Barry and Friedman found a strong link between negotiator capability and the integrative
nature of the settlements reached by participants in a commercial real estate negotiation
simulation.
TRUE

Difficulty: Hard
Learning Objective: 05-04 Explain how differences in various abilities affect negotiators.
Topic: 05-04 Abilities in Negotiation
15. Barry and Friedman found a positive link between intelligence and performance in
distributive negotiation situations.
FALSE

Difficulty: Hard
5-4
16. In light of all of the new research on cognitive ability, it is unlikely that individual
cognitive ability can predict negotiation processes and outcomes.
FALSE

Difficulty: Easy
17. With respect to distributive negotiation situations, Barry and Friedman found that there
was no link between intelligence and performance.
TRUE

Difficulty: Easy
18. ______ refers to performance anxiety that afflicts individuals in certain social categories,
such as race and gender, who fear that their performance will confirm a negative stereotype.
A. Negotiation threat
B. Stereotype threat
C. Perception threat
D. Cognitive threat

Difficulty: Medium
5-5
19. When stereotype threat is activated:

A. women do better because of the negative stereotypes that are active, and men do worse
because of the positive stereotypes.
B. women do worse because of the negative stereotypes that are active, and men are not
affected.
C. women do worse because of the negative stereotypes that are active, and men do better
D. women are not affected by the negative stereotypes that are active, and men do better

Difficulty: Hard
20. Research suggests activating a stereotype may motivate a person to:

A. act in a manner consistent with that stereotype.
B. act in a manner that contradicts that stereotype.
C. withdraw from negotiations due to perceived prejudice.
D. pursue an accommodating approach to negotiation and act more co-operatively.

Difficulty: Medium
21. It appears that the motivation to make a good impression by negotiating more assertively
can be a double-edged sword for:
A. inexperienced negotiators.
B. men.
C. women.
D. experienced negotiators.

Difficulty: Medium
5-6
22. Which of the following major conflict management styles is high on assertiveness and low
on co-operativeness?
A. A collaborating style
B. A compromising style
C. An avoiding style
D. A competing style

Difficulty: Easy
23. Which of the following major conflict management styles is high on both assertiveness
and co-operativeness.

Difficulty: Easy
24. Which of the following major conflict management styles is low on both assertiveness and
co-operativeness?

Difficulty: Easy
5-7
25. Which of the following major conflict management styles is low on assertiveness and high
on co-operativeness?
A. An accommodating style

Difficulty: Easy
26. A pro-social orientation is a tendency to prefer:

A. an avoidance conflict management style.
B. an accommodating conflict management style.
C. a collaborating conflict management style.
D. a competing conflict management style.

Difficulty: Hard
27. _______ are preferences that people have regarding the kinds of outcomes they prefer in
social settings where interdependence with others is required.
A. Personal ethical orientations
B. Dual concerns conflict
C. Preference dilemmas
D. Social value orientations

Difficulty: Easy
5-8
28. A pro-social orientation can also be described as a(n):

A. co-operative orientation.
B. egoistic orientation.
C. energetic orientation.
D. conservative orientation.

Difficulty: Easy
29. According to research by Julian Rotter, "a generalized expectancy held by an individual of
the word, promise, oral, or written statement of another individual or group can be relied
upon" defines which of the following terms?
A. Misguided ethics
B. Social value orientation
C. Interpersonal trust
D. Pro-social orientation

Difficulty: Hard
30. _____ is a judgment about our own ability to behave effectively in a given situation.
A. Self-efficacy
B. Self-efficiency
C. Others-orientation
D. Self-orientation

Difficulty: Easy
5-9
31. According to the attitude scale developed by Christie and Geis, which of the following
tend to be cynical about others' motives, more likely to behave selfishly toward others, and
less willing to change their convictions under social pressure?
A. Zero Machs
B. Moderate Machs
C. Low Machs
D. High Machs

Difficulty: Hard
32. Which conceptual element of Machiavellianism assets that High Machs are suspicious of
others?
A. Distrust
B. Amoral manipulation
C. Desire for control
D. Desire for status

Difficulty: Hard
33. Which of the "big five" personality factors refers to being sociable, assertive, and
talkative?
A. Introversion
B. Extroversion
C. Emotional stability
D. Openness

Difficulty: Medium
5-10
34. Which of the "big five" personality factors refers to being responsible, organized,
achievement oriented?
A. Conscientiousness
B. Extroversion
C. Emotional stability
D. Openness

Difficulty: Medium
35. Cognitive ability is synonymous with:

A. Emotional intelligence
B. General intelligence
C. Social intelligence
D. Analytical intelligence

Difficulty: Easy
36. All of the following are behaviours exhibited by expert negotiators during the pre-
negotiation planning stage, except?
A. They ignored the possibility of finding some middle ground with the other party in the
negotiation.
B. They considered more outcome options for the issue being discussed.
C. They prepared their goals around ranges rather than fixed points.
D. They did not form their plans in strict sequential order.

Difficulty: Hard
5-11
37. Summarize the two key findings of Kray, Thompson, and Galinsky, in their study on how
the performance of male and female negotiators changes depending on the kinds of gender-
role stereotypes that are activated in a particular situation.
1. Stereotypes undermine the performance of females. When stereotype threat is activated—

by telling negotiators the bargaining task is diagnostic of their overall ability as negotiators—
women do worse because of the negative stereotypes that are active, and men do better
because of the positive stereotypes. In contrast, when negotiators were told explicitly that the
task is not diagnostic of their ability, there was no difference in performance between genders.
2. Negative stereotype effects can be overcome. Although stereotypes can undermine the
performance of female negotiators, there is also evidence that the negative stereotypes of
women at the bargaining table can sometimes improve performance. Another part of the same
study found that after explicitly mentioning that masculine traits lead to better performance,
women actually performed better than men in mixed-gender negotiations. Instead of fulfilling
the negative connotations of the stereotype, the women in this experiment reacted against it
and began negotiating more aggressively.

Difficulty: Hard
38. What does a large-scale review of the literature on gender differences in negotiation
conclude?
Large-scale reviews of the literature on gender differences in negotiation have concluded that
women behave less competitively and more co-operatively in negotiation than men, and men
tend to negotiate better outcomes than women.

Difficulty: Medium
5-12
39. Compare the differing views of men and women in terms of their perception of conflict
episodes.
Women were more likely to perceive conflict episodes in relationship terms, whereas men
were more likely to perceive the task characteristics of conflict episodes.

Difficulty: Hard
40. What does research evidence suggest about how men and women differ in their
willingness to compete?
There is research evidence that men and women differ in their willingness to compete: men in
one study were more eager to enter a mixed-gender competitive activity, while women were
more inclined to avoid such competition.

Difficulty: Medium
41. Early research suggests that not only do women and men receive different outcomes
during salary negotiations but also that the same tactic may have opposite effects on salary
negotiation outcomes, depending on whether it is used by a man or woman. Explain.
Dreher and his colleagues found that the use of exchange tactics (reminding supervisors of
previous favours and offering to make sacrifices) had a positive effect on the outcome of
salary negotiations of male employees and a negative effect on the outcome of salary
negotiations of female employees. That is, women using the same negotiation exchange
tactic that the men used were less successful than men.

Difficulty: Hard
5-13
42. Briefly describe the two ways to overcome the influence of gender stereotypes on
negotiation performance.
One way to overcome the influence of gender stereotypes on negotiation performance is to

connect those stereotypes explicitly with negotiation outcomes. Research by Kray, Reb,
Galinsky, and Thompson highlights that activating stereotypes (i.e., making people
consciously aware of them and their supposed effects on outcomes) can motivate negotiators
to behave in ways that overcome gender differences in performance. In short, activating a
stereotype may motivate a person to act in a manner consistent with that stereotype.
A second way to overcome the influence of gender stereotypes on negotiation performance is

by approaching the negotiation in a powerful frame of mind. This can lead to higher outcomes
for female negotiators who might otherwise be at a disadvantage. Small and colleagues
showed that although women tend to be more intimidated than men by the prospect of
negotiating, this can be overcome when women are induced to think about the power by, for
example, asking participants to describe a situation in which they had control and influence
over others.

Difficulty: Medium
43. How is self-efficacy related to performance?
Self-efficacy has proven to be a powerful predictor of performance through the setting of

higher goals and the adoption of more analytic strategies.

Difficulty: Medium
5-14
44. How does researcher Julian Rotter define interpersonal trust?
According to research by Julian Rotter, individuals differ in their level of interpersonal

trust—defined as "a generalized expectancy held by an individual of the word, promise, oral,
or written statement of another individual or group can be relied upon."

Difficulty: Easy
45. Describe the implications for negotiations based on a dispositional tendency to trust
others.
"High trusters" believe that others will be trustworthy and that they need to be trustworthy
themselves; hence, they are more likely to impose high moral standards on themselves and
behave ethically. In contrast, "low trusters" believe that others cannot be trusted to observe
the rules and therefore may feel less pressure themselves to tell the truth. Interestingly,
though, high trusters are not necessarily more easily deceived than low trusters.

Difficulty: Hard
46. What type of conflict management style is preferred by those with a pro-social
orientation?
A pro-social orientation is, in essence, a tendency to prefer a collaborating conflict

management style.

Difficulty: Easy
5-15
47. Compare and contrast an egoistic orientation with a co-operative orientation.
A pro-self or egoistic orientation, means a person is primarily concerned with personal

outcomes and unconcerned with outcomes obtained by another party; A pro-social or co-
operative orientation, which means the person prefers outcomes that benefit both them and
others with whom they are interdependent.

Difficulty: Medium
48. What is meant by the term false dichotomy?
There are two sides in the debate regarding the importance of dispositions. On one side are
those who argue that the study of personality is theoretically thin and that the dispositional
effects are less important than situations are in predicting attitudes and behaviours. On the
other side are those who see that situations matter but insist that dispositions by themselves
are significant predictors of relevant behaviours. Many psychologists have come to regard the
debate as a false dichotomy.

Difficulty: Hard
49. Describe each of the "big five" personality factors.
Extroversion—being sociable, assertive, talkative

Agreeableness—being flexible, co-operative, trusting
Conscientiousness—being responsible, organized, achievement oriented
Emotional stability—being secure, confident, not anxious
Openness—being imaginative, broad-minded, curious

Difficulty: Easy
5-16
50. How does perspective-taking ability affect negotiations?
Negotiators need to perceive, understand, and respond to arguments the other party makes
during negotiations. The ability to take the other person's perspective, especially during
planning for negotiation, should enable negotiators to prepare and respond to the other party's
arguments.

Difficulty: Medium
51. Define the perspective-taking ability as it applies to negotiators.
Perspective-taking ability is defined as the negotiators "cognitive capacity to consider the

world from another individuals' viewpoint," which enables the negotiator to anticipate the
other's behaviour.

Difficulty: Easy
52. Why is the ability to see the other party's point of view especially important during
integrative negotiation?
The ability to see the other party's point of view is especially important during integrative
negotiation because the negotiator strives to understand the other party's needs and interests
and works to craft an agreement that satisfies both parties.

Difficulty: Medium
5-17
Chapter 06 - Perception, Cognition, and Emotion
Chapter 06
Perception, Cognition, and Emotion
1. Perception is a "sense-making" process; people interpret their environment so they can

make appropriate responses to it.
TRUE

Difficulty: Easy
Learning Objective: 06-01 Define perception and explain how perceptual distortion can influence negotiator behaviour.
Topic: 06-01 Perception
2. The perceiver's own needs, desires, motivations, and personal experiences are unlikely to
create a predisposition about the other party in an upcoming negotiation.
FALSE

Difficulty: Medium
3. Halo effects occur when people generalize about a variety of attributes based on the
knowledge of one attribute of an individual.
TRUE

Difficulty: Easy
6-1
4. Stereotyping and halo effects are examples of perceptual distortion by generalization.

TRUE

Difficulty: Medium
5. Projection occurs when people assign to others the characteristics or feelings that they
themselves do not possess.
FALSE

Difficulty: Easy
6. The negotiator's own biases - for example, the predisposition to view a handshake as
aggressive or confident - are likely to affect how the other party's behaviour is perceived and
interpreted.
TRUE

Difficulty: Medium
7. A frame is the subjective mechanism through which people evaluate and make sense out of
situations, leading them to pursue or avoid subsequent actions.
TRUE

Difficulty: Easy
6-2
8. New frames do not emerge once negotiation has commenced.

FALSE

Difficulty: Medium
9. One of the ways framing affects negotiation is by influencing how negotiators interpret
available options.
TRUE

Difficulty: Medium
10. A gain/loss frame affects human behaviour and choice largely through its effect on
people's risk preferences.
TRUE

Difficulty: Hard
11. A reference point is an arbitrary point used to evaluate an alternative as either a gain or a
loss.
TRUE

Difficulty: Easy
6-3
12. A party's predisposition to achieving a specific result or outcome from the negotiation is
called a perspective frame.
FALSE

Difficulty: Medium
13. Multiple agenda items do not affect issue development.

FALSE

Difficulty: Medium
14. Frames shape what the parties define as the key issues and how they discuss them.
TRUE

Difficulty: Easy
15. Perception is the process by which individuals "connect" to their environment.

TRUE

Difficulty: Easy
6-4
16. Stereotyping and halo effects are examples of perceptual distortion by the anticipation of
encountering certain attributes and qualities in another person.
FALSE

Difficulty: Medium
17. A perceptual bias is the "sense-making" mechanism through which people interpret their
environment so they can respond appropriately.
FALSE

Difficulty: Medium
18. Halo effects can be positive or negative.

TRUE

Difficulty: Easy
19. Framing is about focusing, shaping, and organizing the world around us, but does not
define persons, events, or processes.
FALSE

Difficulty: Hard
6-5
20. Naming occurs when parties in a dispute label or identify a problem and characterize what
it is about.
TRUE

Difficulty: Easy
21. Blaming occurs as the parties try to determine who or what caused the problem.
TRUE

Difficulty: Easy
22. Frames are shaped by conversations that the parties have with each other about the issues
in the bargaining mix.
TRUE

Difficulty: Easy
23. One of the most important aspects of framing as issue development is the process of
unframing or the manner in which the thrust, tone, and focus of a conversation change as the
parties engage in it.
FALSE

Difficulty: Medium
6-6
24. Cognitive biases facilitate negotiator collaboration.

FALSE

Difficulty: Medium
Learning Objective: 06-02 Describe the ways in which cognition can be affected by framing processes and systematic errors.
Topic: 06-02 Cognitive Biases in Negotiation
25. A country that continues to pour military resources into an unwinnable armed conflict is a
classic example of the mythical belief that the issues under negotiation are all fixed-pie
issues.
FALSE

Difficulty: Hard
26. Those who believe in the mythical fixed pie assume there is no possibility for integrative
settlements and mutually beneficial trade-offs, and they suppress efforts to search for them.
TRUE

Difficulty: Hard
27. The winner's curse refers to the tendency of negotiators, particularly in an auction setting,
to settle quickly on an item and then subsequently feel discomfort about a negotiation win that
comes too easily.
TRUE

Difficulty: Easy
6-7
28. In decision theory, the law of small numbers refers to the tendency of people to ignore
information gleaned from small sample sizes.
FALSE

Difficulty: Medium
29. The actor-observer effect can be thought of as "If I mess up, it's bad luck; if you mess up,
it's your fault!"
TRUE

Difficulty: Medium
30. It is not likely that negotiators will apply multiple frames to the same negotiation.
FALSE

Difficulty: Hard
Topic: 06-03 Managing Misperceptions and Cognitive Biases in Negotiation
31. Research shows that simply telling people about misconceptions and cognitive biases does
little to counteract their effects.
TRUE

Difficulty: Hard
6-8
32. Resentment is the most widely discussed emotion by negotiation researchers.

FALSE

Difficulty: Medium
Learning Objective: 06-03 Recognize the effects of mood and emotion on the ways in which we interact with others in negotiations.
33. Moods and emotions are synonymous.

FALSE

Difficulty: Easy
34. Research by Brooks and Schweitzer revealed that negotiators who felt anxious performed
worse than negotiators whose feelings were more neutral.
TRUE

Difficulty: Hard
35. Positive and negative emotions tend to be classified under the single term "objectivity".
FALSE

Difficulty: Easy
6-9
36. There are no benefits to experiencing the emotion of anger.

FALSE

Difficulty: Easy
37. Much of the research that has been done on emotion emphasizes negative states.
TRUE

Difficulty: Easy
38. Perception is:

A. the process by which individuals detach from their environment.
B. unrelated to the perceiver's current state of mind.
C. a factor that can affect how meanings are ascribed.
D. a simple mental process.

Difficulty: Medium
6-10
39. Which of the following types of frames refers to a party's predisposition to achieving a
specific result or outcome from the negotiation?
A. Aspiration frame
B. Process frame
C. Outcome frame
D. Identity frame

Difficulty: Medium
40. Which of the following types of frames refers to a predisposition toward satisfying a
broader set of interests or needs in negotiation?
A. Aspiration frame
B. Process frame
C. Outcome frame
D. Identity frame

Difficulty: Medium
41. Which of the following types of frames refers to how the parties will go about resolving
their dispute?
A. Aspiration frame
B. Process frame
C. Outcome frame
D. Identity frame

Difficulty: Medium
6-11
42. Which of the following types of frames refers to how the parties define who they are?
A. Aspiration frame
B. Process frame
C. Outcome frame
D. Identity frame

Difficulty: Medium
43. Which of the following lists the stages of the perceptual process in the correct order?
A. Stimulus, translation, attention, recognition, behaviour
B. Stimulus, behaviour, translation, attention, recognition
C. Stimulus, attention, recognition, translation, behaviour
D. Behaviour, stimulus, recognition, attention, translation

Difficulty: Medium
44. Halo effects occur when:

A. attributes are assigned to an individual solely on the basis of his or her membership in a
particular social or demographic group.
B. people generalize about a variety of attributes based on the knowledge of one attribute of
an individual.
C. the perceiver singles out certain information that supports or reinforces a prior belief, and
filters out information that does not confirm that belief.
D. people ascribe to others the characteristics or feelings that they possess themselves.

Difficulty: Medium
6-12
45. Projection occurs when:

A. attributes are assigned to an individual solely on the basis of his or her membership in a
particular social or demographic group.
B. people generalize about a variety of attributes based on the knowledge of one attribute of
an individual.
C. the perceiver singles out certain information that supports or reinforces a prior belief and
filters out information that does not confirm that belief.
D. people assign to others the characteristics or feelings that they possess themselves.

Difficulty: Medium
46. In which type of frame would parties be more likely to engage primarily in distributive
(win-lose or lose-lose) negotiations than in other types?
A. Identity
B. Loss-gain
C. Outcome
D. Process

Difficulty: Hard
47. An insight drawn from research of the frames negotiators use in disputes would suggest
that parties discussing salary may be likely to use outcome frames and may be related to
which of the following?
A. Negotiators can use more than one frame.
B. Mismatches in frames between parties are sources of conflict.
C. Particular types of frames may lead to particular types of agreements.
D. Specific frames may be likely to be used with certain types of issues.

Difficulty: Hard
6-13
48. The irrational escalation of commitment bias refers to:

A. the standard against which subsequent adjustments are measured during negotiation.
B. the perspective or point of view that people use when they gather information and solve
problems.
C. how easily information can be recalled and used to inform or evaluate a process of a
decision.
D. a negotiator's commitment to a course of action, even when that commitment constitutes
irrational behaviour on his/her part.

Difficulty: Medium
49. All of the following are cognitive biases, except?

A. the irrational escalation of commitment.
B. the belief that the issues under negotiation are all "fixed pie".
C. the process of anchoring and adjustment in decision making.
D. the negotiator's dilemma.

Difficulty: Medium
50. The availability of information bias operates with which of the following statements?
A. When negotiators sometimes maintain commitment to a course of action even when that
commitment constitutes irrational behaviour on their part.
B. When thorough preparation, along with the use of a devil's advocate or reality check, can
help prevent errors.
C. When information that is presented in vivid, colourful, or attention-getting ways becomes
easy to recall, and thus also becomes central and critical in evaluating events and options.
D. When the tendency of negotiators to believe that their ability to be correct or accurate is
greater than is actually true.

Difficulty: Medium
6-14
51. Which of the following cognitive biases can lead negotiators to discount the worth or
validity of the judgment of others?
A. Irrational escalation of commitment
B. Mythical fixed-pie beliefs
C. Anchoring and adjustment
D. Overconfidence

Difficulty: Easy
52. The endowment effect:

A. is making attributions to the person or the situation.
B. is drawing conclusions from small sample sizes.
C. is when negotiators believe that their ability to be correct or accurate is greater than
actually true.
D. is the tendency to overvalue something you own or believe you possess.

Difficulty: Medium
53. An investor who continues to put more money into a declining stock in hopes its fortunes
will turn exemplifies which of the following cognitive biases?
A. Escalation of commitment
B. Mythical fixed pie
D. The winner's curse

Difficulty: Medium
6-15
54. Which of the following cognitive biases refers to the tendency of negotiators to settle
quickly in negotiation and then subsequently feel discomfort about a win that comes too
easily?
A. Escalation of commitment
B. Mythical fixed pie
D. The winner's curse

Difficulty: Medium
55. In explaining another person's behaviour, the tendency is to overestimate the causal role of
_____ factors and underestimate the causal role of _____ factors.
A. situational; personal
B. personal; situational
C. external; personal
D. external; internal

Difficulty: Hard
56. When different negotiators apply different, or mismatched, frames, they will find the
bargaining process:
A. simple and positive
B. clear and concise
C. ambiguous and frustrating
D. emotional and distracting

Difficulty: Hard
6-16
57. The best way to manage perceptual and cognitive biases is:
A. to minimize them.
B. to ignore them.
C. to hide them.
D. to understand how they happen.

Difficulty: Easy
58. Compared with negotiators with neutral feelings, those with anxious feelings did all of the
following, except?
A. Make a lower first offer
B. Responded more quickly to offers
C. Achieve a worse outcome
D. Remained in the negotiation longer

Difficulty: Hard
59. The distinction between mood and emotion is based on which of the following
characteristics, except?
A. Specificity
B. Intensity
C. Duration
D. Conformity

Difficulty: Medium
6-17
60. Negative emotions may lead parties to:

A. more integrative processes.
B. escalate the conflict.
C. promote persistence.
D. define the situation as integrative.

Difficulty: Easy
61. A negative mood increases the likelihood that the actor will:
A. increase belligerent behaviour toward the other.
B. increase sympathetic behaviour toward the other.
C. behave compassionately in negotiations.
D. be less persistent in attempting to achieve their objectives.

Difficulty: Medium
62. _____ emotions may lead parties to escalate the conflict.

A. Positive
B. Negative
C. Uncontrollable
D. Validated

Difficulty: Easy
6-18
63. Positive feelings are more likely to lead the parties toward more:
A. egotistical processes.
B. distributive processes.
C. integrative processes.
D. conscientious processes.

Difficulty: Easy
64. Define perceptual distortion by generalization.
Perceptual distortion by generalization occurs when small amounts of perceptual information

are used to draw large conclusions about individuals.

Difficulty: Medium
65. Explain stereotyping.
Stereotyping occurs when attributes are assigned to an individual solely on the basis of his or
her membership in a particular social or demographic group.

Difficulty: Easy
6-19
66. How does projection occur?
Projection occurs when people assign to others the characteristics or feelings that they possess
themselves and it arises out of a need to protect one's own self-concept.

Difficulty: Medium
67. A key issue in perception and negotiation is framing. What is meant by framing?
A frame is the subjective mechanism through which people evaluate and make sense out of
situations, leading them to pursue or avoid subsequent actions.

Difficulty: Easy
68. How are frames critical in negotiations?
Because how parties frame and define a negotiating issue or problem is a clear and strong
reflection of what they define as central and critical to negotiating objectives, what their
expectations and preferences are for certain possible outcomes, what information they seek
and use to argue their case, the procedures they use to try to present their case, and the manner
in which they evaluate the outcomes actually achieved.

Difficulty: Hard
6-20
69. How does an outcome frame function in an environmental dispute?
An outcome frame is a party's predisposition to achieving a specific result or outcome from

the negotiation. To the degree that a negotiator has a specific, preferred outcome he or she
wants to achieve, the dominant frame may be to focus all strategy, tactics, and communication
toward getting that outcome. Parties who have a strong outcome frame are more likely to
engage primarily in distributive (win-lose or lose-lose) negotiations than in other types of
negotiations.

Difficulty: Medium
70. Why do mismatches occur in frames between parties' sources of conflicts?
Negotiators may apply several different, or mismatched, frames to the same negotiation. Such
mismatches cause conflict and ambiguity, which may either create misunderstanding, lead to
conflict escalation and even a stalemate, or lead one or both parties to "reframe" the conflict
into frames that are more compatible and that may lead to resolution. For highly polarized
disputes, mutual reframing may not occur without the help of a third party.

Difficulty: Hard
71. What role do frames play in the way they are constructed so that bargainers define
problems and courses of action jointly through their talk?
Frames are shaped by conversations that the parties have with each other about the issues in
the bargaining mix. Although both parties may approach the discussion with initial frames
that resemble the categories described earlier, the ongoing interaction between them shapes
the discussion as each side attempts to argue from his or her own perspective or counter-argue
against the other's perspective.

Difficulty: Medium
6-21
72. How do multiple agenda items operate to shape issue development?
Although parties usually have one or two major objectives, priorities, or core issues, there are
often a number of lesser or secondary items. When brought into the conversation, these
secondary concerns often transform the conversation about the primary issues.

Difficulty: Hard
73. Define cognitive biases.
Systematic errors made when processing information.

Difficulty: Easy
74. Explain what is meant by an irrational escalation of commitment.
Negotiators sometimes maintain commitment to a course of action even when that

commitment constitutes irrational behaviour on their part. Once a course of action is decided,
negotiators often seek supportive (confirming) evidence for that choice, while ignoring or
failing to seek disconfirming evidence.

Difficulty: Medium
6-22
75. How might the errors of anchoring and adjustment be prevented?
Thorough preparation along with the use of a devil's advocate or reality check.

Difficulty: Medium
76. Compare and contrast risk-averse and risk-seeking framing.
People respond quite differently when they are negotiating to "gain" something rather than to
"not lose" something.

Difficulty: Medium
77. In negotiation, when does the availability bias operate?
When information that is presented in more vivid, colourful, or attention-getting ways

becomes easier to recall, and thus also becomes more central and critical in evaluating events
and options.

Difficulty: Medium
78. What is the best remedy for the winner's curse?
Prevent it from occurring. Thorough investigation and preparation provides negotiators with
independent verification of the worth of the settlement.

Difficulty: Medium
6-23
79. Describe the double-edged effect of overconfidence.
(1) Overconfidence can solidify the degree to which negotiators support positions or options
that are incorrect or inappropriate; and (2) overconfidence can lead negotiators to discount the
worth or validity of the judgments of others, in effect shutting down other parties as sources
of information, interests, and options necessary for a successful integrative negotiation.

Difficulty: Hard
80. What is meant by the false consensus effect?
The false consensus effect is a tendency to overestimate the degree of support and consensus
that exists for our own position, opinions, or behaviours.
This can seriously damage a negotiation effort—negotiators subject to it would make faulty
judgments regarding tactics or outcome probabilities.

Difficulty: Medium
81. How might reactive devaluation influence negotiators?
Reactive devaluation leads negotiators to minimize the magnitude of a concession made by a

disliked other, to reduce their willingness to respond with a concession of equal size, or to
seek even more from the other party once a concession has been made.

Difficulty: Easy
6-24
82. Differentiate between moods and emotions.
Moods are states of feeling that are mild in intensity, last for an extended time, and are not
directed at anything. Emotions, on the other hand, are intense feelings that are often brief and
are clearly directed as someone or something. The distinction between mood and emotion is
based on three characteristics: specificity, intensity, and duration. Mood states are more
diffuse, less intense, and more enduring than emotion states, which tend to be more intense
and directed at more specific targets. Emotions play important roles at various stages of
negotiation interaction.

Difficulty: Medium
83. Describe the impact of anxiety on negotiations.
Brooks and Schweitzer have shed light on the impact of anxiety on negotiations. Observing
that negotiations trigger anxiety, they conducted four studies that compared negotiators who
were induced to hold either anxious or neutral feelings. Negotiators who felt anxious
performed worse than negotiators whose feelings were more neutral across all four
experiments. Compared with negotiators with neutral feelings, those who were more anxious
expected poorer outcomes, made lower first offers, responded more quickly to offers, exited
earlier, and ultimately obtained worse outcomes. Researchers also found that the harmful
effects of anxiety were reduced when negotiators had a high level of confidence in their
abilities to negotiate.

Difficulty: Easy
6-25
Chapter 07 - Communication Process and Outcomes
Chapter 07
Communication Process and Outcomes
1. While the blend of integrative versus distributive communication content varies as a

function of the issues being discussed, it is also clear that the content of communication is
only partly responsible for negotiation outcomes.
TRUE

Difficulty: Hard
Learning Objective: 07-01 Explain how to communicate positively, using verbal and nonverbal techniques.
Topic: 07-01 What Is Communicated during Negotiation?
2. Thompson et al. found that winners and losers evaluated their own outcomes equally when
they did not know how well the other party had done, but if they found out that the other
negotiator had done better, or was even pleased with his or her outcome, then negotiators felt
less positive about their own outcome.
TRUE

Difficulty: Hard
3. Explanations of exonerating circumstances occur where negotiators explain their positions

from a broader perspective, suggesting that while their current position may appear negative,
it derives from positive motives.
TRUE

Difficulty: Hard
7-1
4. Negotiators who use multiple explanations are more likely to have better outcomes and that
the negative effects of poor outcomes can be mitigated by communicating explanations for
them.
TRUE

Difficulty: Hard
5. In negotiations, language operates at two levels: the systematic level (for proposals or
offers) and the pragmatic level (for semantics, syntax, and style).
FALSE

Difficulty: Medium
Topic: 07-02 How People Communicate in Negotiation
6. Research shows that using mimicry in negotiations not only works, but it works particularly
well when used in the early phase of negotiation.
TRUE

Difficulty: Medium
7. Nonverbal communication may help negotiators achieve better outcomes through mutual
coordination.
TRUE

Difficulty: Hard
7-2
8. Researchers have been examining the effects of channels in general, and email in particular,
on negotiation processes and outcomes during much of the past decade.
TRUE

Difficulty: Easy
9. Facial expressions, body language, and tone of voice have no effect on the outcome of a
negotiation.
FALSE

Difficulty: Easy
10. Compared with face-to-face negotiations, parties negotiating over email are more likely to
disclose information truthfully, increasing their ability to attain mutual gain.
FALSE

Difficulty: Easy
11. There is evidence that negotiation through written channels is more likely to end in
impasse than negotiation that occurs face to face or by phone.
TRUE

Difficulty: Easy
7-3
12. Manageable questions cause attention, get information, and prepare the other person to
start thinking.
TRUE

Difficulty: Medium
Learning Objective: 07-02 Explain how to ask questions in ways that increase the likelihood your counterpart will respond honestly.
Topic: 07-03 How to Improve Communication in Negotiation
13. Aggressive listening involves receiving a message while providing no feedback to the
sender about the accuracy or completeness of reception.
FALSE

Difficulty: Medium
14. Role-reversal techniques allow negotiators to understand more completely the other
party's positions by actively arguing these positions until the other party is convinced that they
are understood.
TRUE

Difficulty: Medium
15. Trust is based on the beliefs of a group.

FALSE

Difficulty: Easy
Learning Objective: 07-03 Explain how negotiators build trust, repair trust, and enhance perceptions of their reputation and fairness.
Topic: 07-04 Benefits Arising from Good Communication Patterns
7-4
16. Higher levels of trust make negotiations more difficult.

FALSE

Difficulty: Medium
17. Face-to-face negotiation encourages greater trust than email negotiation.

TRUE

Difficulty: Easy
18. Reputation is the impression other people have of a negotiator based on what they assume
their future experiences to look like.
FALSE

Difficulty: Medium
19. Manageable questions cause difficulty, give information, and bring the discussion to a
false conclusion.
FALSE

Difficulty: Easy
7-5
20. Three main techniques are available for improving communication in negotiation: active
listening, passive listening, and reflective listening.
FALSE

Difficulty: Easy
21. Acknowledgement is a form of listening.

TRUE

Difficulty: Easy
22. Good communication also leads to higher levels of suspicion.

FALSE

Difficulty: Easy
23. Greater expectations of trust between negotiators lead to weaker information sharing with
the other party.
FALSE

Difficulty: Medium
7-6
24. There is evidence that parties anticipating an online negotiation expect more trust before
the negotiations begin.
FALSE

Difficulty: Medium
25. Which of the following defines exonerating circumstances?

A. Negotiators suggest that they had no choice in taking the positions they did.
B. Negotiators explain their positions from a broader perspective, suggesting that while their
current position may appear negative it derives from positive motives.
C. Outcomes can be explained by changing the context.
D. Negotiators who use multiple explanations are more likely to have better outcomes.

Difficulty: Hard
26. Communication during negotiation sometimes consists of explanations made to the other
party. One type of explanation is an explanation of exonerating circumstances, where:
A. negotiators suggest that they had no choice in taking the positions they did.
B. negotiators suggest that while their current position may appear negative, it derives from
positive motives.
C. outcomes can be explained by changing the context.
D. negotiators use multiple explanations.

Difficulty: Medium
7-7
27. The key variation that distinguishes one communication channel from another is:
A. social motive.
B. social presence.
C. emotional intelligence.
D. cognitive bias.

Difficulty: Easy
28. Some nonverbal acts let the other know that you are listening and prepare the other party
to receive your message, these are called:
A. social accounts
B. exonerating circumstances
C. language style
D. attending behaviours

Difficulty: Easy
29. The use of network-mediated information technologies in negotiation is sometimes

referred to as:
A. virtual negotiations.
B. e-commerce.
C. cyber cafes.
D. web zones.

Difficulty: Easy
7-8
30. For proposals or offers, language operates at which of the following levels?
A. Semantic
B. Pragmatic
C. Logical
D. Systemic

Difficulty: Easy
31. For semantics, syntax, and style, language operates at which of the following levels?
A. Semantic
B. Pragmatic
C. Logical
D. Systemic

Difficulty: Easy
32. All of the following are considered nonverbal communication, except?

A. Facial expressions
B. Body language
C. Head movements
D. Laughing

Difficulty: Easy
7-9
33. When Ms. Parker teaches history to her class of grade seven students, she often notices
that Oliver, one of her students who sits in the front row, frequently nods his head at her while
she speaks. What kind of listening is Oliver using?
A. Passive
B. Responsive
C. Acknowledgement
D. Active

Difficulty: Medium
34. When a receiver restates or paraphrases the sender's message in their own language, the
receiver is exhibiting the ______ form of listening.
A. passive
B. responsive
C. acknowledgement
D. active

Difficulty: Easy
35. ______ listening involves receiving a message while providing no feedback to the sender
about the accuracy or completeness of reception.
A. Passive
B. Responsive
C. Acknowledgement
D. Active

Difficulty: Easy
7-10
36. When someone is speaking to you and you fail to look at them, instead staring at an item
in front of you or looking round the room, what message does your behaviour send to the
speaker?
A. That you are actively listening.
B. That you are interested in what they are saying.
C. That you agree with what they are saying.
D. That you are not listening.

Difficulty: Easy
37. Questions can be used to:

A. manage difficult or stalled negotiations.
B. pry or lever a negotiation out of a breakdown or an apparent dead end.
C. assist or force the other party to face up to the effects or consequences of their behaviours.
D. questions can be used for all of these objectives.

Difficulty: Medium
38. With passive listening:

A. the receivers restate or paraphrase the sender's message in their own language.
B. the receivers interject responses to keep communicators sending messages.
C. the receiver provides no feedback to the sender about the accuracy or completeness of
reception.
D. senders may misinterpret acknowledgments as the receiver's agreement with their position,
rather than that they are simply receiving the message.

Difficulty: Easy
7-11
39. Role ______ techniques allow negotiators to understand more completely the other party's
positions by actively arguing these positions until the other party is convinced that they are
understood.
A. mimicry
B. reversal
C. transversal
D. transmittal

Difficulty: Easy
40. _____ processes tend to increase trust.

A. Distributive
B. Integrative
C. Reflective
D. Accommodative

Difficulty: Medium
41. _____ justice is about the distribution of outcomes.

A. Procedural
B. Interactional
C. Distributive
D. Systemic

Difficulty: Easy
7-12
42. Systemic justice is about:

A. the distribution of outcomes.
B. the process of determining outcomes.
C. how parties treat each other in one-to-one relationships.
D. how organizations appear to treat groups of individuals and the norms that develop for how
they should be treated.

Difficulty: Easy
43. All of the following contribute to the level of trust one negotiator has for another, except?
A. The individual's disposition toward trust.
B. Situation factors.
C. The number of negotiators involved in the transaction.
D. The history of the relationship between the parties.

Difficulty: Hard
44. A communicative framework for negotiation is based on what assumptions?
(1) The communication of offers is a dynamic process; (2) the offer process is interactive; and
(3) a variety of internal and external factors drive the interaction and motivate a bargainer to
change his or her offer.

Difficulty: Hard
7-13
45. How does the existence of a good BATNA change the circumstances of a negotiation?
(1) Negotiators with attractive BATNAs set higher reservation prices for themselves; (2)
negotiators whose counterparts had attractive BATNAs set lower reservation points for
themselves; and (3) when both parties were aware of the attractive BATNA that one of the
negotiators had, that negotiator received a more positive negotiation outcome.

Difficulty: Hard
46. What occurs during reframing explanations?
Outcomes can be explained by changing the context (e.g., short-term pain for long-term gain).

Difficulty: Medium
47. When and how is schmoozing important?
Schmoozing, or the off-task or relationship-focused conversations that are often present in

face-to-face negotiations, is an important part of face-to-face negotiations. It is absent during
email negotiations. Schmoozing is an important avenue for building rapport and establishing
trust in the negotiation relationship.

Difficulty: Easy
7-14
48. Describe the two levels on which language operates.
The logical level (for proposals and offers) and the pragmatic level (semantics, syntax, and
style).

Difficulty: Easy
49. What is passive listening? How can this be a good strategy in negotiation?
Passive listening involves receiving the message while providing no feedback to the sender
about the accuracy or completeness of reception. Some people like to talk and are
uncomfortable with long silences. A negotiator whose counterpart is talkative may find that
the best strategy is to sit and listen while the other party eventually works into, or out of, a
position on their own.

Difficulty: Medium
50. Some nonverbal acts, called attending behaviours, are particularly important in
connecting with another person during a coordinated interaction like negotiation. Why?
Because they let the other know that you are listening and prepare the other party to receive
your message.

Difficulty: Medium
7-15
51. Define social presence.
The ability of a channel to carry and convey subtle social cues from sender to receiver that go
beyond the literal "text" of the message itself.

Difficulty: Medium
52. Describe three techniques which have been proposed for improving communication in
negotiation?
The use of questions, listening, and role reversal.

Difficulty: Easy
53. We know that role reversal can be a useful tool for improving communication and the
accurate understanding and appreciation of the other party's position in negotiation. But when
is it useful?
This tool may be most useful during the preparation stage of negotiation, or during a team
caucus when things are not going well.

Difficulty: Hard
7-16
54. How does trust impact negotiations?
Answers will vary, however some common points include:
• Higher levels of trust make negotiation easier, while lower levels of trust make negotiation
more difficult.
• Trust increases the likelihood that negotiation will proceed on a favourable course over the
life of a negotiation.
• Trust tends to cue co-operative behaviour and vice versa.

Difficulty: Medium
55. What conditions are more favourable in repairing a relationship where trust has been
broken?
• If the parties have a good past relationship, it is easier to repair trust than if the past
relationship was poor.
• The sooner an apology occurs after the breach of trust, the more effective the apology is
likely to be.
•The more sincerely an apology is expressed, the more effective it is in repairing trust.
• Apologies were more effective when the trust breach was an isolated event rather than
habitual and repetitive.

Difficulty: Medium
7-17
56. Can an individual have a positive reputation in some situations, while having a negative
reputation in others? If so, why?
An individual can have a number of different, even conflicting, reputations because she or he
may act quite differently in different situations.
For example, a teacher may distributively bargain with a student's parents over missed
assignments, while being quite integrative with the student over the timelines in which the
missed assignments are due.

Difficulty: Medium
57. Summarize four forms of justice.
• Distributive justice is about the distribution of outcomes.

• Procedural justice is about the process of determining outcomes.
• Interactional justice is about how parties treat each other in one-to-one relationships.
• Systemic justice is about how organizations appear to treat groups of individuals and the
norms that develop for how they should be treated.

Difficulty: Easy
7-18
Chapter 08 - Negotiation Power and Persuasion
Chapter 08
Negotiation Power and Persuasion
1. Power is not influenced by circumstance.

FALSE

Difficulty: Hard
Learning Objective: 08-01 Identify the sources of power in negotiations and explain the uses and limits of power.
Topic: 08-01 Sources of Power—How People Acquire Power
2. Within the context of negotiation, information is perhaps the rarest source of power.
FALSE

Difficulty: Easy
3. Two major sources of power based on position in an organization: (1) legitimate power and
(2) power based on control of resources.
TRUE

Difficulty: Easy
8-1
4. Expertise power is accorded to those who demonstrate some level of command and mastery
of a body of information.
TRUE

Difficulty: Medium
5. Human capital can be described by the available labour supply.

TRUE

Difficulty: Medium
6. One of the major sources of power, relationship-based power, can be defined as power that
is derived from the context, situation, or environment in which negotiations take place.
FALSE

Difficulty: Hard
7. Legitimate power is at the foundation of our social structure.

TRUE

Difficulty: Easy
8-2
8. Hierarchical structures determine the "meaning system" of a social environment.

FALSE

Difficulty: Medium
9. Striking a deal with an opponent much bigger than you is referred to as what Michael
Watkins calls, "dancing with elephants."
TRUE

Difficulty: Easy
Learning Objective: 08-02 List eight ways to comfortably deal with others who have more power.
Topic: 08-02 Dealing with Others Who Have More Power
10. Direct behaviours that convince the other side that your arguments are valid and worthy of
consideration is a central route approach to persuasion.
TRUE

Difficulty: Hard
Learning Objective: 08-03 Describe the two routes to persuasion, and list the influence tools and techniques available through each route.
Topic: 08-04 Two Routes to Persuasion
11. People will treat others better when they dislike them than when they authentically like
them.
FALSE

Difficulty: Medium
8-3
12. Negotiators frequently give very little attention to the other party's opinions and point of
view.
TRUE

Difficulty: Medium
Topic: 08-05 The Role of Receivers—Targets of Influence
13. There are three different routes to persuasion.

FALSE

Difficulty: Easy
14. The peripheral route tends to be grounded in cognitive and technical changes.
FALSE

Difficulty: Medium
15. The central route tends to be rational, cognitive, and based on information.
TRUE

Difficulty: Easy
8-4
16. The routes of persuasion are different, but very similar.

FALSE

Difficulty: Easy
17. Negotiators who don't care about their power will find that their deliberations proceed
with greater ease and simplicity toward a mutually satisfying and acceptable outcome.
TRUE

Difficulty: Medium
18. Power comes from expertise and it is limited.

FALSE

Difficulty: Easy
19. Organizational and national cultures are both descriptors of contextual power.
TRUE

Difficulty: Easy
8-5
20. Expert power is derived from the ability to assemble and organize information to support
the desired position, arguments, or outcomes.
FALSE

Difficulty: Medium
21. If enough people begin to distrust the authority or discredit its legitimacy, they will begin
to defy it and thereby undermine its potential as a source of power.
TRUE

Difficulty: Hard
22. The effectiveness of formal authority is derived from the willingness of followers to
acknowledge the legitimacy of the organizational structure and the system of rules and
regulations that empowers its leaders.
TRUE

Difficulty: Medium
23. When agents, constituencies, and external audiences are present in a negotiation, they can
become actively involved to formally or informally pressure others as part of the negotiation
process.
TRUE

Difficulty: Medium
8-6
24. Culture -both organizational and national- often translates into deeply embedded structural
inequalities in a society.
TRUE

Difficulty: Medium
25. Low-power parties should attempt to diversify their risk by entering into deals with
several other partners so that no single high-power player can wipe out the low-power
partner.
TRUE

Difficulty: Medium
26. Striking a deal with an opponent who is much smaller than you is called "dancing with
elephants".
FALSE

Difficulty: Easy
27. In order to be persuasive in a negotiation, parties must have at least one form of power.
FALSE

Difficulty: Easy
8-7
28. Language of a very high intensity is always more effective.

FALSE

Difficulty: Medium
29. All of the following terms accurately describe power, except?

A. It is situational.
B. It is fluid.
C. It is derived from many sources.
D. It is static.

Difficulty: Medium
30. All but one of the following is a major source of power. Which one is not?
A. Personal power.
B. Informational power.
C. Position-based power.
D. Relationship-based power.

Difficulty: Medium
8-8
31. Information, as a source of power, is:

A. the accumulation and presentation of data to change the other person's point of view or
position on an issue.
B. an acknowledged accumulation of information, or mastery of a body of information, on a
particular problem or issue.
C. the accumulation of money, raw material, manpower, time, or equipment which can be
used to create incentives for other people to comply, or as threats and punishments if they do
not comply.
D. power derived from being located in a particular position in an organizational or
communication structure.

Difficulty: Medium
32. Expert power is:

A. accorded to those who are seen as having achieved some level of command and mastery of
a body of information.
B. derived from the ability to allocate, dispense, or withhold resources.
C. derived from occupying a particular job, office, or position in an organizational hierarchy.
D. derived from the ability to assemble and organize information to support the desired
position, arguments, or outcomes.

Difficulty: Medium
33. Which of the following statements about legitimate power is false?

A. Legitimate power is at the foundation of our social structure.
B. Social structures are inherently inefficient, and this realization creates the basis for
legitimate power.
C. Legitimate power cannot function without obedience.
D. Legitimate power is often derived from manipulating other sources of power.

Difficulty: Hard
8-9
34. Resources are more useful as instruments of power to the extent they are highly valued by
participants in the negotiation. Which of the following is not a resource of organizational
context?
A. Stress, in imposing deadlines, and increasing workloads.
B. Supplies, in the form of materials, components, and parts.
C. Human capital in available labour supply, staff, and temporary help.
D. Critical services, in repairs, upkeep, and technical support.

Difficulty: Medium
35. Legitimate power is a(n) _____ source of power.

A. informational
B. relationship-based
C. position-based
D. contextual

Difficulty: Easy
36. Expertise power is a(n) _____ source of power.

A. informational
C. position-based
D. contextual

Difficulty: Easy
8-10
37. The availability of a BATNA offers a negotiator significant power because they have the
choice to walk away from the current deal or to use the BATNA as leverage to strike a better
agreement in the current conversation. This exemplifies which source of power?
A. informational
C. position-based
D. contextual

Difficulty: Medium
38. ______ power is at the foundation of our social structure.

A. Referent
B. Legitimate
C. Expert
D. Positional

Difficulty: Medium
39. Michael Watkins refers to striking a deal with an opponent much bigger than you as
"dancing with _____."
A. wolves
B. elephants
C. lions
D. bears

Difficulty: Easy
8-11
40. One way that lower power parties can deal with the big players in business deals and
partnerships is by limiting the ways you can do business or who you can do business with and
it is an example of one of the following dealings?
A. Never do an all-or-nothing deal.
B. Make yourself bigger.
C. Build momentum through doing deals in sequence.
D. Constrain yourself.

Difficulty: Hard
41. Which of the following options is not a wise choice of action for a negotiator in a low-
power position?
A. Diversity risk by entering into deals with several other partners
B. Deal with a variety of individuals and departments in the high-power party
C. Use anger to make yourself bigger
D. Limit the ways you can do business or with whom you can do business

Difficulty: Medium
42. When dealing with high-power parties, how is it possible to "make the other party
smaller?"
A. Make deals early.
B. Attempt to establish multiple relationships and engage in multiple negotiations.
C. Build momentum through doing deals in sequence.
D. Tie your hands by limiting the ways that you can do business or who you can do business
with.

Difficulty: Medium
8-12
43. There are three major issues to consider when constructing a message. Which of the
following is not one of them?
A. The content of the message
B. The structure of the message
C. The delivery style of the message
D. The perception of the message

Difficulty: Medium
44. The intensity of language can be increased through the use of all of the following,
except?
A. Colourful metaphors
B. Swear words
C. Change in intonation
D. Font size

Difficulty: Medium
45. All of the following have an effect on the recipient of a persuasive message, except?
A. Credibility
B. Aggressiveness
C. Attractiveness
D. Authority

Difficulty: Medium
8-13
46. All of the following can be used to pursue the peripheral route to influence, except?
A. Reciprocity
B. Agreeableness
C. Social proof
D. Reward and punishment

Difficulty: Hard
47. All of the following can assist a listener in resisting the other party's efforts, except?
A. Have good alternatives to a negotiated agreement.
B. Make a public commitment (or get the other party to make one).
C. Inoculate yourself against the other's persuasive message.
D. Respecting the superiority in the other party's power.

Difficulty: Medium
48. One of the most effective ways to get someone to stand firm on a position is:
A. to increase their BATNA, while decreasing yours.
B. to have them make a public commitment to that position.
C. to engage solely in distributive bargaining.
D. to reveal any cognitive bias used in the bargaining process.

Difficulty: Medium
8-14
49. The fact that the first item in a long list of items is the one most likely to be remembered
is called:
A. the isolation effect.
B. the singularity effect.
C. the primacy effect.
D. the recency effect.

Difficulty: Easy
50. What is a likely outcome for a negotiator who isn't concerned with power?
In general, negotiators who don't care about their power or who have matched power—
equally high or low—will find that their deliberations proceed with greater ease and
simplicity toward a mutually satisfying and acceptable outcome.

Difficulty: Medium
51. In very broad terms, what are the four major sources of power?
Informational sources of power, power based on position in an organization, network or

relationship-based sources of power, and contextual sources of power.

Difficulty: Easy
8-15
52. Today car-buying customers can enter negotiation armed with accurate facts and figures
about a car. How has the Internet shifted power back to the consumer?
Consumers now know the dealer cost and as such are much less likely to pay the list price on
a car. Consumers can do their homework.

Difficulty: Medium
53. What are the two major sources of power based on position in traditional organizational
hierarchies?
The two major sources of power based on position in traditional organizational hierarchies are
legitimate power, grounded in the specific title, duties, and responsibilities of a job, and
resource power, based on the control over resources associated with that position.

Difficulty: Easy
54. Define legitimate power.
Legitimate power is derived from occupying a particular job, office, or position in an

organizational hierarchy. The power resides in the title, duties, and responsibilities of the job
itself.

Difficulty: Easy
8-16
55. How can people acquire legitimate power?
People can acquire legitimate power in several ways. First, it may be acquired at birth
(example: Queen Elizabeth II). Second, legitimate power may be acquired by election to a
designated office: the prime minister of Canada has substantial legitimate power derived from
that elected position. Third, legitimate power is derived simply by appointment or promotion
to some organizational position. Thus, holding the title of director or general manager entitles
a person to all the rights, responsibilities, and privileges that go with that position. Finally,
some legitimate authority comes to an individual who occupies a position for which other
people simply show respect, such as a priest.

Difficulty: Medium
56. How does location in an organization contribute to power?
Even without a lofty position or title, individuals can become powerful because of the way
that their actions and responsibilities are embedded in the flows of information, goods and
services, or contacts.

Difficulty: Medium
57. Why is having a great BATNA a strong source of power?
With a great BATNA you have the choice between accepting the other party's proposal or an
attractive alternative deal.

Difficulty: Medium
8-17
58. Compare information power with power derived from expertise.
Power derived from expertise is a special form of information power. The power that comes
from information is available to anyone who assembles facts and figures to support
arguments, but expert power is accorded to those who are seen as having achieved some level
of command and mastery of a body of information.

Difficulty: Medium
59. What is the problem of "dancing with elephants"?
The concept is defined as striking a deal with an opponent much bigger than you.

Difficulty: Easy
60. Name four of the eight strategies Michael Watkins suggests using to deal with the big
players in business deals and partnerships.
Never do an all-or-nothing deal, make the other party smaller, make yourself bigger, build
momentum through doing deals in sequence, use the power of competition to leverage power,
constrain yourself, good information is always a source of power and do what you can to
manage the process.

Difficulty: Medium
8-18
61. How does anger help a powerful negotiator? How does anger hinder a low-power
negotiator?
Anger is helpful to a powerful negotiator as anger tends to focus their attention more
completely on what they want and leads them to be more assertive and to claim more value in
a competitive negotiation. Low-power negotiators do not respond to their own emotions, and
as a result are more likely to be drawn into the other party's emotional state, are less focused,
and surrender value to the other.

Difficulty: Medium
62. What are the three major issues to consider when constructing a message?
The content of the message (the facts and topics that should be covered), the structure of the
message (how the topics and facts should be arranged and organized), and the delivery style
(how the message should be presented).

Difficulty: Medium
63. Compare and contrast the primacy effect and the recency effect.
Primacy effect: The first item in a long list of items is more likely to be remembered. Recency
effect: the tendency for the last item presented to be the best remembered.

Difficulty: Easy
8-19
64. How do distractions interfere with the target's ability to think effortfully about the
arguments?
When receivers are distracted, they are less able to engage in issue-relevant thinking, and
hence they may be more susceptible to processing peripheral cues that may push them toward
a particular choice. Distractions seem to inhibit the receiver's "subvocalization" (what people
say to themselves as they hear a message).

Difficulty: Medium
65. What is the norm of reciprocity?
This norm suggests that when you receive something from another person, you should
respond in the future with a favour in return. This norm is pan-cultural in that groups around
the world appear to respect it.

Difficulty: Medium
66. How does a negotiator "inoculate" him/herself against the other party's arguments?
By preparing counterarguments to refute the key points the other party is likely to make. The
best way to do this is to develop arguments both for your original position and against your
position.

Difficulty: Medium
8-20
Chapter 09 - The Dynamics of Disputes and Third-Party Help
Chapter 09
The Dynamics of Disputes and Third-Party Help
1. When one person or party makes a claim or demand on another person or party, and that
claim is rejected, we can say that a power imbalance has emerged.
FALSE

Difficulty: Medium
Learning Objective: 09-01 Recognize dispute situations.
Topic: 09-01 What Are Disputes?
2. Negotiators focus on power when they use threats, make demands, or use other means to
try to coerce the other party into making concessions.
TRUE

Difficulty: Easy
3. Negotiators focus rights on when they strive to learn about the other party's interests and
priorities as a way to work toward a mutually satisfying agreement that creates value.
FALSE

Difficulty: Easy
9-1
4. In a study by, Anne Lytle, Jeanne Brett, and Debra Shapiro, they found that most
negotiations cycled through three strategies— interests, rights, and power— during the same
encounter.
TRUE

Difficulty: Easy
Learning Objective: 09-02 List the approaches available for handling a dispute.
Topic: 09-02 A Framework for Resolving Disputes: Interests, Rights, and Power
5. Parties who focus on interests in a dispute are often able to find ways to resolve that
dispute.
TRUE

Difficulty: Easy
6. The use of power comes at a cost, and sometimes when you use it you win, sometimes you
lose.
TRUE

Difficulty: Easy
7. Disputes about rights are often resolved by helping the parties find a fair way to determine
who is right or that they can both be right.
TRUE

Difficulty: Easy
9-2
8. When negotiations are unable to reach an agreement on their own, it is a good idea to
rethink your position.
FALSE

Difficulty: Medium
Learning Objective: 09-03 Distinguish between arbitration and mediation.
Topic: 09-03 Third-Party Help
9. The term alternative dispute resolution is commonly used when referring to third-party
approaches to resolving disputes.
TRUE

Difficulty: Easy
10. A power negotiator is a third party who takes control of shaping and determining an
outcome.
FALSE

Difficulty: Medium
11. A mediator is a third party who works toward helping disputing parties creating solution
themselves by facilitating communication and dispute resolution techniques among the
parties.
TRUE

Difficulty: Easy
9-3
12. Managers are frequently involved in the handling of disputes between subordinates and
colleagues.
TRUE

Difficulty: Easy
Learning Objective: 09-04 Summarize the approaches that managers can take in dealing with disputes between subordinates or peers.
Topic: 09-04 Managerial Intervention
13. Managers generally use one of three dominant styles when intervening in a subordinate
conflict: interrogate, mediate, subjugate.
FALSE

Difficulty: Easy
14. A manager using an adversarial intervention exerts high control over both the process and
the decision.
FALSE

Difficulty: Hard
15. Managers who provide impetus typically exert control over the decision, as well as a
significant amount of control over the process.
FALSE

Difficulty: Hard
9-4
16. Parties who focus on rights and power are often able to find ways to resolve that dispute.
FALSE

Difficulty: Medium
17. Starting a negotiation by conveying your own power to coerce the other party could bring
a quick settlement if your threat is real and credible.
TRUE

Difficulty: Medium
18. If you have more power than your opponent, then using your power means that you will
always win.
FALSE

Difficulty: Easy
19. Med-arb tends to work best in cases where the parties are expecting final offer arbitration
because they realize that mediation is their best opportunity for compromise.
TRUE

Difficulty: Medium
9-5
20. Negotiations rarely reach a point of breaking down where negotiators are unable to reach
an agreement on their own.
FALSE

Difficulty: Medium
21. People involved in disputes tend to underestimate the costs associated with exercising a
rights-based or power-based approach.
TRUE

Difficulty: Hard
22. In general, people are more satisfied with outcomes that use an interests-based approach
than a rights or power approach.
TRUE

Difficulty: Medium
23. In a study that compared arb-med with med-arb, Conlon, Moon, and Ng found that Arb-
Med led to higher resolution rates and higher joint outcomes than Med-Arb.
TRUE

Difficulty: Hard
9-6
24. An arbitrator is a third party who works toward helping disputing parties create solutions
themselves by facilitating communication and dispute resolution techniques.
FALSE

Difficulty: Easy
25. Med-Arb and Arb-Med are essentially the same processes.

FALSE

Difficulty: Medium
26. Negotiators focus on _____ when they strive to learn about the other party's interests and
priorities as a way to work toward a mutually satisfying agreement that creates value.
A. power
B. interests
C. reciprocity
D. rights

Difficulty: Medium
9-7
27. Negotiators focus on _____ when they seek to resolve a dispute by drawing on rules or
standards grounded in principles of law, fairness, or perhaps an existing contract.
A. power
B. interests
C. reciprocity
D. rights

Difficulty: Medium
28. Lytle and her colleagues found that most negotiators cycled through three strategies
during the same encounters. Which are the three strategies?
A. Interests, information, and effectiveness.
B. Effectiveness, coercion, and deception.
C. Interests, rights, and power.
D. Deception, reward, and position.

Difficulty: Easy
29. Power tactics may be most useful when:

A. negotiations are proceeding rapidly.
B. risk is low.
C. threats are not perceived as credible.
D. the other party refuses to negotiate.

Difficulty: Hard
9-8
30. Disputes settled by power:

A. bring together both sides in a dispute.
B. usually create clear winners and losers.
C. are often referred to formal arbitrators.
D. are often referred to informal arbitrators.

Difficulty: Easy
31. People involved in disputes tend to ______ the costs associated with exercising a rights-
based or power-based approach.
A. overestimate
B. underestimate
C. ignore
D. inflate

Difficulty: Easy
32. In matters of public importance, which approach is most likely necessary?

A. A rights-based approach.
B. An interests-based approach.
C. A power-based approach.
D. A relationship-based approach.

Difficulty: Medium
9-9
33. ______ are a precursor to the use of power.

A. Ethics
B. Threats
C. Rewards
D. Punishments

Difficulty: Medium
34. Third-party help can be used for all of the following reasons, except?
A. The emotional level between the parties is high, with lots of anger and frustration.
B. Communication between the parties is poor or has completely broken down.
C. Behaviour is positive.
D. The parties disagree about what information is necessary, available, or required.

Difficulty: Medium
35. There are several types of third-party interventions, but in general they differ on:
A. the degree to which the parties give up control over process and control over outcome, or
both.
B. whether or not they are directly involved in the negotiation.
C. whether or not they are directly involved in the dispute.
D. whether or not the outcome will be positive or negative.

Difficulty: Medium
9-10
36. All of the following statements regarding the use of mediation are true, except?
A. The mediator has control over the process.
B. The mediator determines the agenda.
C. The mediator determines who speaks and when.
D. The mediator determines the outcome.

Difficulty: Medium
37. When a mediator is asked to assist in dispute resolution, the outcome is determined by:
A. the mediator.
B. the government.
C. the parties themselves.
D. an arbitrator.

Difficulty: Easy
38. When a mediator is asked to assist in dispute resolution, the outcome is determined by:
A. the mediator.
B. the government.
C. the parties themselves.
D. the arbitrator.

Difficulty: Easy
9-11
39. When using arbitration to settle disputes, control over the process is:
A. given to the arbitrator.
B. given to a mediator.
C. given to the parties themselves.
D. given to the government.

Difficulty: Easy
40. All of the following are considered advantages of arbitration, except?

A. The negotiation or dispute ends with a final solution.
B. The solution is usually binding.
C. The solution is seen as credible.
D. The costs of prolonging the dispute are high.

Difficulty: Medium
41. ________ has a mandatory mediation program for certain types of civil lawsuits, such as
estates, trust, and substitute decision-making cases.
A. Quebec
B. Ontario
C. Alberta
D. British Columbia

Difficulty: Hard
9-12
42. British Columbia has three forms of mediation, which of the following is not one of those
forms?
A. Voluntary
B. Quasi-mandatory
C. Mandatory
D. Reciprocal

Difficulty: Hard
43. A(n) ______ is a third party who takes control of shaping and determining an outcome.
A. arbitrator
B. mediator
C. justice of the peace
D. reconciliatory

Difficulty: Easy
44. Which of the following types of arbitration was developed to encourage parties to take a
less extreme position?
A. Quasi-arbitration
B. First offer arbitration
C. Hybrid arbitration
D. Final offer arbitration

Difficulty: Medium
9-13
45. The key difference between traditional arbitration and final offer arbitration is that:
A. Arbitrators are permitted to formulate a settlement that falls in the middle of the two
proposals.
B. Arbitrators are not permitted to formulate a settlement that falls in the middle or create
their own terms for a desired outcome.
C. Arbitrators are permitted to create their own terms for a desired outcome.
D. Arbitrators must present their proposed solution to the courts for approval.

Difficulty: Medium
46. A(n) ________ is a third party who works toward helping disputing parties create a
solution themselves by facilitating communication and using dispute resolution techniques.
A. arbitrator
B. mediator
C. negotiator
D. chief justice

Difficulty: Easy
47. Which of the following is a hybrid approach combines the flexible and creative facets of
mediation with the finality of binding adjudication?
A. Arb-Med
B. Barg-Arb
C. Med-Arb
D. Union arbitration

Difficulty: Easy
9-14
48. In the arbitration-mediation process the third party begins by:

A. mediating the negotiation.
B. holding an arbitration hearing and making a decision, which is placed in a sealed envelope
and is not revealed to the parties.
C. offering to meet with each party separately to determine if compromise is possible.
D. attempts to reconcile the differences between the two parties and bring their objectives
closer together.

Difficulty: Hard
49. The final phase of an arb-med process is called:

A. the impasse.
B. the arbitration phase.
C. the ruling phase.
D. the imposition.

Difficulty: Medium
50. Which of the following management styles describes a manager who passively listens to
what each side chooses to reveal and then tells the parties how to solve the conflict based on
their presentations?
A. Inquisitorial intervention
B. Adversarial intervention
C. Providing outcomes
D. Providing impetus

Difficulty: Medium
9-15
51. Which of the following management styles describes a manager who typically does not
exert control over the decision, and only mildly controls the process?

Difficulty: Medium
52. Of the following management styles used during conflict intervention, which is the most
common?

Difficulty: Medium
53. Mediation is more often successful in the all the following situations, except?
A. The level of conflict is moderate and not excessively high.
B. The positions of both parties are understood by only one party.
C. Both parties are motivated to settle.
D. The issues do not involve a basic conflict of values.

Difficulty: Hard
9-16
54. Which of the following is not an intervention style used regularly by managers?
A. Mediational intervention
B. Inquisitorial intervention
C. Adversarial intervention

Difficulty: Medium
55. Define the term dispute.
When one party makes a claim or demand on another party and that claim is rejected.

Difficulty: Easy
56. What criteria should be considered when deciding to focus on interests, rights, and
power?
• Transaction costs
• Satisfaction with outcomes
• Effect on the relationship
• Likelihood of recurrence

Difficulty: Medium
9-17
57. How can the use of threats be effective?
To be effective, threats must be specific and credible, targeting the other party's high-priority
interests. Otherwise, the other party has little incentive to comply.

Difficulty: Medium
58. Outline how interests, rights, and power lead to different discussions between parties.
Different approaches are likely to lead to very different discussions. The more power is used,
the more likely the other party will respond with power of his/her own. The more interests are
used, the more the other party will consider your interests. If you use rights, the tone is likely
to be different and you may get less than in using power or interests.

Difficulty: Hard
59. What are the reasons to use a third party?
The emotional level between the parties is high, with lots of anger and frustration,
communication between the parties is poor or has completely broken down, behaviour is
negative (such as name calling), the parties disagree about what information is necessary,
available or required, differences in interests appear to be irreconcilable, negotiations have
broken down and there is an impasse.

Difficulty: Medium
9-18
60. Under what conditions is mediation generally thought to be more successful?
The level of conflict is moderate and not excessively high, the positions of both parties are
understood by both parties, both parties are motivated to settle, the issues do not involve a
basic conflict of values, the level of power is relatively equal between the parties or the power
differential is appreciated by both parties.

Difficulty: Medium
61. What are the advantages of using arbitration?
Arbitration has the following major advantages:
• The negotiation or dispute ends with a final solution.

• The solution is usually binding, meaning that parties usually cannot choose whether or not
to follow it.
• The solution is often seen as credible because arbitrators tend to be perceived as wise, fair,
and impartial.
• The costs of prolonging the dispute are avoided.

Difficulty: Medium
9-19
62. Describe the phases of an arbitration-mediation process.
The arbitration-mediation process (or arb-med) has three phases. The third party begins by
holding an arbitration hearing and making a decision, which is placed in a sealed envelope
and is not revealed to the parties. In phase two, the parties participate in mediation. If
mediation fails to produce a voluntary agreement by an agreed-on deadline, the parties enter
the final phase, known as the ruling phase. The third party then removes the ruling from the
envelope and reveals the binding ruling to the disputants.

Difficulty: Hard
63. What are the disadvantages of using arbitration?
Arbitration has the following disadvantages:
• By putting control over the outcome in another person's hands, each party takes a risk that
the solution will be one they cannot live with.
• Parties may not like the outcome and issues may remain outstanding.
• In comparison with mediation, which we discuss next, there is less commitment to an
arbitrated decision. When parties feel less committed to a decision, they will be less likely to
implement it or will be more resentful, so the resolution may not be permanent.

Difficulty: Medium
9-20
64. Describe final offer arbitration.
Final offer arbitration was developed to encourage parties to take less extreme positions. The
key difference between traditional arbitration and final offer arbitration is that in final offer
arbitration, the arbitrator must choose one of the proposals put forth by the disputants.
Arbitrators are not permitted to formulate a settlement that falls in the middle or create their
own terms for a desired outcome.

Difficulty: Easy
65. Discuss why mediational intervention is not used by many managers.
Managers like to be hands-on so end up being more autocratic than mediative. They want to
be seen as proactive and they are often not trained in mediation.

Difficulty: Hard
66. Who performs ADR and third-party services?
There are many: formal arbitrators, professional mediators, ombudspersons, social workers,
managers, or even friends of the disputing parties. Many universities now offer graduate
degrees in ADR, which is part of an overall trend toward legitimizing ADR as a distinct
profession.

Difficulty: Easy
9-21
67. What is the most common managerial style used when a manager intervenes in a
subordinate conflict? Describe how this is done.
The most common style is inquisitorial intervention. A manager using an inquisitorial

intervention exerts high control over both the process and the decision. Both sides are told to
present their cases, several questions are asked to probe each side's position, and there is a
high degree of control over how frequently they are allowed to speak and what topics they
may discuss. The manager then creates a solution they think will resolve the dispute and
imposes that solution on both parties.

Difficulty: Medium
68. According to research by Conlon and Fasalo how does the timing of mediational
intervention impact the outcome?
Quick interventions tended to produce feelings of lack of control and loss of voice in
disputants; that is, the negotiators felt they had lost their ability to have a say in presenting
their case to their satisfaction.
Disputants also expressed lower satisfaction with third-party interventions that they perceived
as inappropriate because of violations of due process; that is, negotiators were not satisfied
when they thought they were denied access to normal procedural steps and safeguards.

Difficulty: Hard
9-22
Chapter 10 - Confronting the Dark Side: Deception and Ethical Dilemmas
Chapter 10
Confronting the Dark Side: Deception and Ethical Dilemmas
1. Point of view can be defined as individual and personal views for deciding what is right
and wrong.
FALSE

Difficulty: Medium
Learning Objective: 10-01 Explain what ethics are and why they apply to negotiation.
Topic: 10-01 What Do We Mean by Ethics and Why Do They Matter in Negotiation?
2. A business executive is said to face an ethical dilemma when he or she is faced with
possible actions that put the potential economic benefits of doing a deal in conflict with the
social obligations to other involved parties or to the broader community.
TRUE

Difficulty: Easy
3. The concept of end-result ethics states that the rightness of an action is determined by
evaluating the pros and cons of its consequences.
TRUE

Difficulty: Easy
10-1
4. An individual that subscribes to duty ethics is one for whom the rightness of an action is
determined by evaluating the pros and cons of its consequences.
FALSE

Difficulty: Medium
5. Morals are broadly applied social standards for what is right or wrong in a particular
situation, or a process for setting those standards.
FALSE

Difficulty: Easy
6. The fundamental questions of ethical conduct arise only when we negotiate in distributive
bargaining situations.
FALSE

Difficulty: Medium
7. The concept of personalistic ethics states that the rightness of an action is based on the
customs and norms of a particular society or community.
FALSE

Difficulty: Medium
10-2
8. Most of the ethical questions in negotiation are concerned with standards of truth telling.
TRUE

Difficulty: Easy
Learning Objective: 10-02 List the questions of ethical conduct that are likely to arise in negotiation.
Topic: 10-02 What Questions of Ethical Conduct Arise in Negotiation?
9. Negotiation is based on information dependence—the exchange of information to learn the

true preferences and priorities of the other negotiator.
TRUE

Difficulty: Medium
10. The dilemma of honesty is that a negotiator who believes everything the other says can be
manipulated by dishonesty.
FALSE

Difficulty: Hard
11. Misrepresentation to opponent's networks means failing to disclose information which

would benefit the other party.
FALSE

Difficulty: Medium
10-3
12. A misrepresentation is "knowing" when you know that what you say is false when you say
it.
TRUE

Difficulty: Hard
13. Most of the ethics issues in negotiation are concerned with standards of truth telling and
how individuals decide when they should tell the truth.
TRUE

Difficulty: Medium
14. The primary purpose of explanations and justifications is to rationalize, explain, or excuse
a behaviour—to verbalize some good, legitimate reason this tactic was necessary.
TRUE

Difficulty: Medium
15. Emotional manipulation is generally seen as appropriate for use in distributive

bargaining.
TRUE

Difficulty: Medium
10-4
16. Questions and debate regarding the ethical standards for truth telling are central and
fundamental in the negotiating process.
TRUE

Difficulty: Medium
17. Misrepresentation by omission is defined as actually lying about the common value issue.
FALSE

Difficulty: Medium
18. The primary motivation to use an ethically ambiguous tactic is to increase the negotiator's
temporary power advantage.
TRUE

Difficulty: Easy
Learning Objective: 10-03 Explain what motivates unethical behaviour and identify its consequences.
Topic: 10-03 Why Use Deceptive Tactics? Motives and Consequences
19. When a negotiator has used a tactic that may produce a reaction, the negotiator must
prepare to defend the tactic's use to himself.
TRUE

Difficulty: Easy
10-5
20. A negotiator who employs an unethical tactic will experience consequences that may be
positive or negative, based on three aspects of the situation—one of which is how the other
person, their constituencies, and audiences evaluate the tactic.
TRUE

Difficulty: Easy
21. Explanations and justifications are self-serving rationalizations for the other party's
conduct.
FALSE

Difficulty: Medium
22. Studies show that subjects were more willing to lie by omission than by commission.
TRUE

Difficulty: Easy
23. Individuals are more willing to use deceptive tactics when the other party is perceived to
be uninformed or unknowledgeable about the situation under negotiation; particularly when
the stakes are high.
TRUE

Difficulty: Medium
10-6
24. Real consequences—rewards and punishments that arise from using a tactic or not using
it—should not only motivate a negotiator's present behaviour, but also affect the negotiator's
predisposition to use similar strategies in similar circumstances in the future.
TRUE

Difficulty: Medium
25. One's own temptation to misrepresent creates a self-fulfilling logic in which they believe
they must misrepresent because the other is likely to do it as well.
TRUE

Difficulty: Easy
26. Asking questions can reveal a great deal of information, some of which the negotiator may
intentionally leave undisclosed or unsaid.
TRUE

Difficulty: Medium
Learning Objective: 10-04 Describe how negotiators can deal with the other party's use of deception.
Topic: 10-04 How Can Negotiators Deal with the Other Party's Use of Deception?
27. Responding in kind is the clearest way to indicate to the other side that you know he is
bluffing or lying.
FALSE

Difficulty: Medium
10-7
28. According to a study exploring whether there is such a thing as an ‘honest face',
researchers concluded that men's faces accurately reflected their tendency toward honesty, but
women's faces were not particularly valid indicators of their truthfulness.
TRUE

Difficulty: Hard
29. The concept of duty ethics states that:

A. the rightness of an action is determined by evaluating the pros and cons of its
consequences.
B. the rightness of an action is determined by existing laws and contemporary social standards
that define what is right and wrong and where the line is.
C. the rightness of an action is based on the customs and norms of a particular society or
community.
D. the rightness of an action is based on one's conscience and moral standards.

Difficulty: Medium
30. Only one of the following approaches to ethical reasoning has the central tenet that actions
are more right if they promote more happiness, more wrong as they produce unhappiness.
Which approach applies?
A. End-result ethics
B. Duty ethics
C. Social context ethics
D. Personalistic ethics

Difficulty: Medium
10-8
31. Proponents of personalistic ethics argue that:

A. the best way to achieve the greatest good is to closely follow a set of rules and principles.
B. the worth of a particular action is judged on the basis of the consequences it produces.
C. societies, organizations, and cultures determine what is ethically appropriate and
acceptable within that group.
D. everyone ought to decide for themselves what is right based on their conscience.

Difficulty: Medium
32. Which of the following is an implication of the dilemma of trust?

A. We believe everything the other says and can be manipulated by their dishonesty.
B. We do not believe anything the other says and therefore are immune to their dishonesty.
C. We tell the other party our exact requirements and limits in negotiation, and therefore we
will never do better than this minimum level.
D. We never reveal our requirements and limits in negotiation, and therefore are able to far
exceed that minimum level.

Difficulty: Medium
33. Which of the following is an implication of the dilemma of honesty?

A. We believe everything the other says and can be manipulated by their dishonesty.
B. We do not believe anything the other says and therefore are immune to their dishonesty.
C. We tell the other party our exact requirements and limits in negotiation, and therefore we
D. We never reveal our requirements and limits in negotiation, and therefore are able to far
exceed that minimum level.

Difficulty: Medium
10-9
34. Not disclosing your walkaway point in a negotiation or making an inflated opening offer
exemplifies which marginally ethical negotiating tactic?
A. Emotional manipulation
B. Misrepresentation
C. Traditional competitive bargaining
D. Bluffing

Difficulty: Medium
35. Insincere threats or promises exemplifies which marginally ethical negotiating tactic?
A. Emotional manipulation
B. Misrepresentation
C. Traditional competitive bargaining
D. Bluffing

Difficulty: Medium
36. Bribery is an example of which marginally ethical negotiating tactic?

A. Traditional competitive bargaining
B. Emotional manipulation
C. Misrepresentation
D. Inappropriate information gathering

Difficulty: Medium
10-10
37. Faking disappointment is an example of which marginally ethical negotiating tactic?

C. Misrepresentation

Difficulty: Medium
38. Corrupting your opponent's reputation with his or her peers is an example of which
marginally ethical negotiating tactic?
C. Misrepresentation to opponent's work

Difficulty: Medium
39. Research has shown that negotiators use which two forms of deception in misrepresenting
the common value issue?
A. Misrepresentation by omission and misrepresentation by commission
B. Misrepresentation by permission and misrepresentation by omission
C. Misrepresentation by admission and misrepresentation by permission
D. Misrepresentation by admission and misrepresentation by commission

Difficulty: Hard
10-11
40. Misrepresentation by ____ refers to actually lying about the common-value issue.
A. commission
B. omission
C. remission
D. submission

Difficulty: Easy
41. A negotiator who employs an unethical tactic will experience consequences that may be
positive or negative, based on what aspects of the situation?
A. Whether the tactic is effective.
B. How the other person, his or her constituencies, and audiences evaluate the tactic.
C. How the negotiator evaluates the tactic.
D. Whether the tactic is completely or marginally unethical.

Difficulty: Hard
42. Research has found that victims had stronger emotional reactions to deception when:
A. they had a distant relationship with the subject.
B. the information at stake was unimportant.
C. lying was seen as an unacceptable type of behaviour for that relationship.
D. the victim had used deceptive tactics as well.

Difficulty: Medium
10-12
43. When using the justification that "the tactic was unavoidable," the negotiator is saying
that:
A. the negotiator was not in full control of his or her actions and hence should not be held
responsible.
B. what the negotiator did was really trivial and not very significant.
C. the tactic helped to avoid greater harm.
D. the quality of the tactic should be judged by its consequences.

Difficulty: Medium
44. Research shows that deception in negotiation is more likely in which of the following
cases?
A. An organization's ethical standards of behaviour are transparent.
B. A person is concerned more with the future circumstances than what the circumstances are
in the present.
C. A negotiator perceives the current situation as a loss frame rather than a gain frame.
D. Incentives are low or non-existent.

Difficulty: Hard
45. Which of the following tactics is the least preferable method of responding to another
party's distributive tactics or "dirty tricks"?
A. Ignoring the tactic
B. Calling the tactic
C. Responding in kind
D. Discussing what you see and offer to help them change to more honest behaviours

Difficulty: Medium
10-13
46. Define ethics.
Ethics are broadly applied social standards for what is right or wrong in a particular situation,
or a process for setting those standards.

Difficulty: Easy
47. What is an ethical dilemma?
An ethical dilemma refers to the problem created when possible actions or strategies put the
potential economic benefits of doing a deal in conflict with social obligations to other
involved parties or to the broader community.

Difficulty: Easy
48. Outline the four standards for evaluating strategies and tactics in business and
negotiation.
1. Choose a course of action on the basis of results you expect to achieve (e.g., greatest return
on investment).
2. Choose a course of action on the basis of your duty to uphold appropriate rules and
principles (e.g., the law).
3. Choose a course of action on the basis of the norms, values, and strategy of your
organization or community (e.g., the cultural values and norms).
4. Choose a course of action on the basis of your personal convictions (e.g., what your
conscience tells me to do).

Difficulty: Medium
10-14
49. Compare and contrast end-result ethics with duty ethics.
With end-result ethics, the approach to ethical reasoning is one in which the rightness of an
action is determined by evaluating the pros and cons of its consequences. With duty ethics, the
rightness of an action is determined by your obligation to adhere to consistent principles,
laws, and social standards that define what is right and wrong and where the line is.

Difficulty: Easy
50. How does Carr argue that strategy in business is analogous to strategy in a game of
poker?
He advocates that business ought to play its game as poker players do. Because good poker
playing often involves concealing information and bluffing or deception, these rules ought to
apply to business transactions. If an executive refuses to bluff periodically-if he or she feels
obligated to tell the truth, the whole truth, and nothing but the truth all the time-he or she is
probably ignoring opportunities permitted under the "rules" of business and is probably at a
heavy disadvantage in business dealings.

Difficulty: Medium
51. What is the implication of the dilemma of honesty?
We tell the other party our exact requirements and limits in negotiation, and it is likely that we

Difficulty: Medium
10-15
52. Considering the categories of marginally ethical negotiating tactics, what is the difference
between misrepresentation and misrepresentation to opponent's networks?
Misrepresentation is distorting information or negotiation events in describing them to others,

while misrepresentation to opponent's networks is corrupting your opponent's reputation with
his peers.

Difficulty: Medium
53. What is the purpose of using ethically ambiguous negotiating tactics?
To increase the negotiator's power in the bargaining environment.

Difficulty: Easy
54. When were negotiators significantly more likely to see the marginally ethical tactics as
appropriate?
If they anticipated that the other would be competitive rather than cooperative.

Difficulty: Medium
10-16
55. As a result of employing an unethical tactic, the negotiator will experience positive or
negative consequences. What are these consequences based on?
1. Whether the tactic is effective

2. How the other party evaluates the tactic
3. How the negotiator evaluates the tactic

Difficulty: Medium
56. The use of unethical tactics may provoke what response from the "victim?"
Victims of the use of unethical tactics are likely to seek retaliation and revenge. The victim is
unlikely to trust the other party again, may seek revenge from the negotiator in future
dealings, and may also generalize this experience to negotiations with others.

Difficulty: Medium
57. What is/are the risks associated with frequent use of the self-serving process?
The more frequently negotiators engage in this self-serving process, the more their judgments
about ethical standards and values will become biased, diminishing their ability to see the
truth for what it is.

Difficulty: Medium
10-17
58. What actions can a negotiator take to respond to the other party's distributive tactics or
"dirty tricks?"
(1) Ask probing questions; (2) force the other party to lie or back off; (3) "call the tactic"; (4)
discuss what you see and offer to help them change to more honest behaviours; (5) respond in
kind; and, (6) ignore the tactic.

Difficulty: Medium
59. Some people continue to believe that they can tell by looking into someone's face if that
person is inclined to be dishonest or truthful on a regular basis. What could study participants
tell by photographs of aging men and women?
Study participants were able to correctly identify the most honest men in the group as they
aged, but their assessment of women was largely inaccurate. The researchers concluded that
men's faces accurately reflected their tendency toward honesty, but women's faces were not
particularly valid indicators of their truthfulness.

Difficulty: Hard
60. Negotiators who are considering the use of deceptive tactics should ask themselves what
three questions in order to evaluate the desirability of the tactic?
(1) Will this tactic really enhance my power and achieve my objective? (2) How will the use
of these tactics affect the quality of my relationship with the other party in the future? (3)
How will the use of these tactics affect my reputation as a negotiator?

Difficulty: Hard
10-18
Chapter 11 - Multiparty and Team Negotiations
Chapter 11
Multiparty and Team Negotiations
1. In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement

and hostilities.
FALSE

Difficulty: Medium
Learning Objective: 11-01 List the factors that make multiparty negotiations more complex than one-on-one negotiations.
Topic: 11-01 The Nature of Multiparty Negotiations
2. The differences in multiparty negotiations make them more complex, but easier to manage.
FALSE

Difficulty: Easy
3. Multiparty negotiations have fewer negotiators at the table.

FALSE

Difficulty: Easy
11-1
4. Negotiators in a multiparty negotiation can explicitly engage in coalition-building as a way

to marshal support.
TRUE

Difficulty: Medium
5. Relationships are the most significant force in shaping which parties will enter coalitions
with each other in a multiparty negotiation.
TRUE

Difficulty: Medium
6. Negotiators who are excluded from part of a multiparty negotiation often receive a larger
share of the outcome than those who are present for the duration of the negotiation.
FALSE

Difficulty: Hard
7. When considering the roles of coalition partners, adversaries are low in agreement and the
negotiator feels they cannot be trusted - efforts to speak to them usually leads to a failure to
agree and a failure to develop trust, reinforcing their status.
TRUE

Difficulty: Hard
Learning Objective: 11-02 Summarize the meaning of coalitions and their impact on multiparty negotiation.
Topic: 11-02 Coalitions
11-2
8. One role of coalition partners are allies who are parties in agreement with a negotiator's
goals and vision and who are also trusted by the negotiator.
TRUE

Difficulty: Easy
9. Formal organizational designations create a coalition, based on the interests of the parties
involved.
FALSE

Difficulty: Easy
10. Latent coalitions are interests groups which previously formed, but which are currently
inactive.
FALSE

Difficulty: Easy
11. Coalitions focus on internal goals—they form to influence a body or person internal to the
coalition.
FALSE

Difficulty: Medium
11-3
12. When considering the roles of coalition partners, fence sitters are parties who will not take
a stand on a given issue.
TRUE

Difficulty: Easy
13. When we hold negative views about the other side, based solely on their affiliations, we
are guilty of "snowballing."
FALSE

Difficulty: Medium
Learning Objective: 11-03 Explain how to plan for and conduct a team negotiation.
Topic: 11-03 Team Negotiation
14. In multiparty negotiations, conflict with the other side will often escalate to more extreme
levels in teams.
TRUE

Difficulty: Medium
15. Something that can help when conflict escalates is to search for common identity between
the disputing parties.
TRUE

Difficulty: Easy
11-4
16. Teams composed of people with diverse backgrounds have the potential to dramatically
improve the preparation process.
TRUE

Difficulty: Easy
17. Most of the complexities in multiparty negotiations will increase linearly, if not
exponentially, as more parties, constituencies, and audiences are added.
TRUE

Difficulty: Easy
18. Multiparty negotiations are more complex than two-party negotiations since the process
they have to follow is more complicated.
TRUE

Difficulty: Easy
19. In multiparty negotiations, research shows that parties who discuss multiple issues
simultaneously achieved lower quality agreements.
FALSE

Difficulty: Medium
11-5
20. Negotiators who have some way to control the number of parties at the table may begin to
strategically manipulate this control to achieve their objectives.
TRUE

Difficulty: Hard
21. Multiparty negotiations differ from two-party deliberations in which of the following
ways?
A. Multiparty negotiations differ in all of these ways listed here.
B. More issues and more information are introduced than when two parties negotiate.
C. The environment changes from a one-on-one dialogue to small group discussion.
D. The process for multiparty negotiators is more complex than two-party ones.

Difficulty: Medium
22. Multiparty negotiations differ from two-party deliberations in all of the following ways,
except?
A. Multiparty negotiations have fewer negotiators at the table.
B. More issues and more information are introduced than when two parties negotiate.
C. The environment changes from a small-group discussion to a one-on-one dialogue.
D. The process for multiparty negotiators is less complex than two-party negotiations.

Difficulty: Medium
11-6
23. One of the most fundamental consequences of increasing the number of parties in a
negotiation is that:
A. the negotiation situation tends to become less lucid.
B. the negotiation situation tends to become less complex.
C. the negotiation situation tends to become less demanding.
D. there will be fewer values, interests, and perceptions to be integrated or accommodated.

Difficulty: Hard
24. What is the result of procedural complexity in multiparty negotiations?

A. The fewer the number of parties, the more complex the decision- making process becomes.
B. The increased number of negotiators will streamline the decision-making process.
C. Negotiators can ignore the problem of multiple related issues.
D. Negotiators will probably have to devote discussion time to how they will manage the
process to arrive at the type of solution or agreement they want.

Difficulty: Medium
25. In multiparty negotiations, research shows that parties who approached multiple issues
simultaneously:
A. achieved lower quality agreements.
B. increased the likelihood of achieving agreement.
C. exchanged less information.
D. has less insight into the preferences and priorities of the other parties at the table.

Difficulty: Medium
11-7
26. One-on-one negotiations in full view of all group members would have all but one of the
following consequences on negotiators. Which one would not be a consequence?
A. Negotiators who have some way to control the number of parties at the table (or even in
the room) may begin to act strategically.
B. Since the exchanges are under surveillance negotiators will be sensitive to being observed
and may feel the need to be tough.
C. Negotiators can simply choose to ignore the complexity of the three or more parties and
proceed strategically as a two-party negotiation.
D. Negotiators can explicitly engage in coalition-building as a way to marshal support.

Difficulty: Hard
27. A(n) ________ coalition is an interest group that previously formed but is currently
inactive.
A. potential
B. expertise
C. experiential
D. dormant

Difficulty: Easy
28. When describing the roles of coalition partners, ________ are people with whom a
negotiator has conflicting goals and objectives but who can be trusted to be principled and
candid in their opposition.
A. opponents
B. allies
C. bedfellows
D. fence sitters

Difficulty: Easy
11-8
29. A coalition is determined by the commitment of its members to:

A. meet on a regular basis.
B. collectively focus their action on an intended target.
C. the formal hierarchy of the coalition.
D. maintain regular and accurate communication.

Difficulty: Easy
30. Which of the following lists three of the major types of coalitions?
A. Potential coalitions, operating coalitions, and recurring coalitions
B. External coalitions, operating coalitions, and recurring coalitions
C. Latent coalitions, internal coalitions, and potential coalitions
D. Established coalitions, operating coalitions, and permanent coalitions

Difficulty: Easy
31. ________ are emergent interest groups that have not yet formed into an operating
coalition.
A. Dormant coalitions
B. Temporary coalitions
C. Established coalitions
D. Latent coalitions

Difficulty: Medium
11-9
32. Bedfellows are parties with whom a negotiator has:

A. high agreement and low trust.
B. low agreement and high trust.
C. low agreement and low trust.
D. high agreement and high trust.

Difficulty: Easy
33. Adversaries can be described as:

A. parties who will not take a stand one way or the other on the issue.
B. people with whom negotiator has conflicting goals and objectives, but who can be trusted
to be principled and candid in their opposition.
C. parties who a negotiator believes agree with their goals and vision, and whom they trust.
D. negotiators who are low in agreement and low in trust.

Difficulty: Easy
34. A citizen's group successfully opposes a fast-food restaurant from locating in their
neighborhood, and discovers they need to gather again a few years later when a massive
convenience store seeks a building permit for the same site. This best describes:
A. a recurring coalition.
B. a temporary coalition.
C. an operating coalition.
D. a potential coalition.

Difficulty: Medium
11-10
35. In most governmental systems there are coalitions of liberals, conservatives, and
moderates who are engaged in ongoing debates across a range of issues and involving a large
cast of actors and operatives. This best describes:
A. an established coalition.
B. a recurring coalition.
C. a latent coalition.
D. a potential coalition.

Difficulty: Medium
36. Within a negotiation team, the person who helps establish norms, supports decisions, and
maintains a positive work atmosphere within the team is called the:
A. Connector
B. Team Builder
C. Innovator
D. Challenger

Difficulty: Medium
37. Within a negotiation team, the member who is responsible for data analysis and
documenting the discussion is called the:
A. Connector
B. Challenger
C. Innovator
D. Scribe

Difficulty: Medium
11-11
38. A member of the negotiation team who can reduce the likelihood that the team will fail to
communicate and establish rapport with the other side is said to have:
A. interpersonal expertise.
B. negotiation expertise.
C. authentic expertise.
D. technical expertise.

Difficulty: Easy
39. Expertise that relates to the domain of the negotiation is referred to as:
A. integrative expertise.
B. distributive expertise.
C. technical expertise.
D. negotiation expertise.

Difficulty: Easy
40. A member of the negotiation team who understands negotiation dynamics, such as
distributive and integrative bargaining, is said to have:
A. personal expertise.
B. negotiation expertise.
C. authentic expertise.
D. technical expertise.

Difficulty: Easy
11-12
41. There are three types of expertise helpful in putting a team together, which of the
following is not one of these?
A. Negotiation expertise
B. Sales expertise
C. Technical expertise
D. Interpersonal skills

Difficulty: Easy
42. Define "multiparty negotiation."
A negotiation where more than two parties are working together to achieve a collective
objective.

Difficulty: Easy
43. What challenge does the increased number of negotiators in a multiparty negotiation
present?
The increased number of negotiating parties creates challenges for managing all of the
different perspectives and ensuring that each party has adequate time to speak and be heard.

Difficulty: Hard
11-13
44. In what ways do multiparty negotiations differ from two-party deliberations?
Number of parties, informational and computational complexity, social complexity,

procedural complexity, and strategic complexity.

Difficulty: Medium
45. Negotiators able to control the number of parties at the table, or even in the room, may
invite additional parties to the negotiations for what reason?
Additional parties may be invited to add support or credence to a negotiator's position, to

provide "independent" testimony or support to a point of view, or simply to present a show of
force.

Difficulty: Medium
46. Part of the procedural complexity of multiparty negotiations is deciding how to approach
multiple issues on the table. Briefly compare groups that addressed issue simultaneously
versus groups that discussed issues in a fixed or negotiated sequence.
Parties who discussed multiple issues simultaneously—considered all the issues at once,
looking for ways to trade off against another—achieved higher-quality agreements and
increased the likelihood of achieving agreement compared with groups that approached the
issues sequentially. Groups that approached issues simultaneously also exchanged more
information and had greater insight into the preferences and priorities of the other parties at
the table.

Difficulty: Hard
11-14
47. What is the major fundamental consequence of increasing the number of parties in the
negotiation situation?
The situation becomes less lucid, more complex, and more demanding.

Difficulty: Easy
48. How can members of coalitions exert greater strength in multiparty negotiations?
By expressing solidarity with each other, by agreeing to help each other achieve their
common or individual objectives, by dominating discussion time, and by agreeing to support
each other as particular solutions and negotiated agreements emerge.

Difficulty: Hard
49. Summarize the five ways in which the complexity increases as three or more parties
simultaneously engage in negotiation.
First, there are simply more parties involved in the negotiation. Second, more parties bring
more issues and positions to the table. Third, negotiations become socially more complex.
Fourth, negotiations become procedurally more complex, and the parties may have to
negotiate a new process that allows them to coordinate their actions more effectively. Finally,
negotiations become more strategically complex, because the parties must monitor the moves
and actions of several other parties in determining what each will do next.

Difficulty: Hard
11-15
50. What is the major risk for those outside an influential coalition?
Negotiators who are excluded from part of a multiparty negotiation often receive a lesser
share of the outcome than those who are present for the duration.

Difficulty: Medium
51. What is the simple definition of a coalition?
A coalition is a collection of two or more parties within a larger social setting who work
together to pursue mutually desirable goals.

Difficulty: Easy
52. Authentic tactics require parties to do what four things?
Authentic tactics require parties to say no when they mean no, to share as much information
as possible, to use language that describes reality, and to avoid repositioning for the sake of
acceptance.

Difficulty: Medium
11-16
53. Why are potential coalitions of interest to both coalition members and those they oppose?
If one can identify how a particular course of action might lead a supportive or opposing
coalition to form (or to invigorate a dormant one), one can select courses of action which
might be more or less likely to activate that coalition.

Difficulty: Medium
54. What are recurring coalitions?
Recurring coalitions are coalitions which may have started as temporary but then determine
that the issue or problem does not remain resolved; hence, the members need to remobilize
themselves every time the presenting issue requires collective attention in the future.

Difficulty: Medium
55. In what five roles can parties view other prospective coalition members?
Allies, opponents, bedfellows, fence sitters and adversaries.

Difficulty: Easy
11-17
56. Name and briefly define the two forms of a potential coalition.
The two forms of a potential coalition are latent and dormant. A latent coalition is an
emergent interest group that has not yet formed into an operating coalition. A dormant
coalition is an interest group that previously formed but is currently inactive.

Difficulty: Medium
57. Define "fence sitters."
Fence sitters are parties who will not take a stand one way or the other on an issue. They
refuse to take a position, or fear taking a position either because it could lock them in, be
politically dangerous, or expose them to risk.

Difficulty: Easy
58. One of the five possible roles a coalition partner may play is that of a bedfellow. Define
and briefly describe a bedfellow.
Bedfellows are parties with whom a negotiator has high agreement on the vision or objectives
but low to moderate levels of trust. The low levels of trust arise because either one or both
sides don't share information, don't tell the whole truth, play it cagey, and say what they think
the other wants to hear rather than the truth. Bedfellows can be created either by the other
party's actions or by a negotiator's own actions; if negotiators are less than open and honest
with the other party, or think the other party will be less than open and honest in return, trust
levels tend to decrease.

Difficulty: Medium
11-18
59. Describe what is meant by group polarization in the context of negotiation teams.
Researchers have known for a long time that groups tend take more extreme positions and
make more extreme choices than individuals acting alone. Research on group polarization
suggests that when things go bad in negotiations, they are likely to be worse in a team.

Difficulty: Medium
60. One major challenge for managing your negotiating team is aligning the multiple and
often conflicting interests of members within the team. What are three suggestions from the
text on how to manage the challenge of aligning your team's interests?
One suggestion for aligning your team's interests is to plot out the possible conflicting
interests—allowing team members to work out conflicting interests before meeting with the
other side. A second suggestion is to work with the team members' constituents—if the team
member represents other parties, it may be necessary to obtain their input directly. A third
suggestion for aligning your team's interests is to make data widely available—if data is
distrusted, it may need to be collected and managed by a neutral third party.

Difficulty: Hard
61. How does stereotyping affect negotiations?
It leads to negotiation behaviours consistent with the impression resulting from a stereotype
which may in fact be inconsistent with reality.

Difficulty: Easy
11-19
62. What is meant by the common knowledge effect?
Groups have a strong tendency to discuss information that is shared between group members
and spend less time discussing information that is held by only one or a few members.

Difficulty: Medium
11-20
Chapter 12 - Managing Difficult Negotiations
Chapter 12
Managing Difficult Negotiations
1. One goal of negotiators should be to ensure the broader application of integrative

negotiating under appropriate circumstances in order to produce better agreements.
TRUE

Difficulty: Hard
Learning Objective: 12-01 Describe your options when negotiations appear contentious.
Topic: 12-01 Responding to the Other Side's Hard Distributive Tactics
2. Too strict an adherence to a resistance point may deprive a negotiator of creativity and
flexibility, which are critical components to the design of an integrative arrangement.
TRUE

Difficulty: Easy
Learning Objective: 12-02 Explain how to respond when the other party responds distributively, has more power, or gives you an ultimatum.
Topic: 12-02 Responding When the Other Side Has More Power
3. An equitable outcome is an attempt to induce compliance or force concessions from a

presumably recalcitrant opponent.
FALSE

Difficulty: Medium
12-1
4. Conflicts involving ultimatums often fall prey to escalation through severe action-reaction
spirals.
TRUE

Difficulty: Medium
Topic: 12-03 The Special Problem of Handling Ultimatums
5. One particular type of ultimatum is the is the golden bridge offer, in which one party
presents the other with a classic no-win, use-it-or-lose-it dilemma.
FALSE

Difficulty: Easy
6. An exploding offer does not have a specific time limit or deadline attached to it.
FALSE

Difficulty: Easy
7. William Ury's "breakthrough approach" operates on the principle of acting intuitively,

requiring users to do what they might naturally do in difficult situations.
FALSE

Difficulty: Hard
Learning Objective: 12-03 Explain the approaches a negotiator can use when dealing with difficult people.
Topic: 12-04 Responding When the Other Side Is Being Difficult
12-2
8. The challenge in the framing stage of the problem is to change the negotiation by
proactively reframing the tactics used.
TRUE

Difficulty: Medium
9. Problems in negotiations can rarely be traced to difficulties in the other party's behavioural
style.
FALSE

Difficulty: Medium
10. Weeks suggests that there are three important elements to the successful management of
difficult conversations: clarity, tone, and temperate phrasing.
TRUE

Difficulty: Easy
11. Delivering ultimatums is one way to ensure an integrative negotiating approach that will
often result in better agreements.
TRUE

Difficulty: Medium
12-3
12. Negotiators should not tell the other party that they are aware of what he or she is doing
when they use hard tactics.
FALSE

Difficulty: Medium
13. The temptation to use hard tactics is inherent in the integrative model of negotiation.
FALSE

Difficulty: Medium
14. Responding in kind as a tactic in hardball negotiations is likely to escalate the conflict.
TRUE

Difficulty: Easy
15. For the low-power party in any negotiation, their resistance point becomes
inconsequential.
FALSE

Difficulty: Hard
12-4
16. Low-power parties are often in a position to trigger and advance an integrative process.
FALSE

Difficulty: Medium
17. Relative power can be a good predictor of how a conflict will evolve.
TRUE

Difficulty: Easy
18. Sharing power will facilitate the integrative negotiation process and lead to a better
agreement.
TRUE

Difficulty: Medium
19. The pervasive unhappiness resulting from the use of ultimatums will not taint future
dealings between the parties.
FALSE

Difficulty: Hard
12-5
20. The term "farpoint gambit" comes from the name of a manoeuvre on a Star Trek episode.
TRUE

Difficulty: Medium
21. A tripwire alert system tells the negotiator to exercise special caution and pay increased
attention to the negotiation.
TRUE

Difficulty: Easy
22. The approach to deal with difficult negotiators described by Weeks outlines the
importance of preparation and management capabilities.
TRUE

Difficulty: Hard
23. The essence of William Ury's "breakthrough approach" is direct action.

FALSE

Difficulty: Medium
12-6
24. Ury suggests creating a favourable negotiation environment by regaining mental balance
and controlling your own behaviour.
TRUE

Difficulty: Easy
25. The purpose of building a golden bridge is to make it easy for the other party to say yes.
TRUE

Difficulty: Easy
26. Relating to difficult people in negotiation or other highly charged, results-oriented

exchanges is a critically important skill.
TRUE

Difficulty: Easy
27. When emotions run wild, they can be detrimental to the negotiation process, distorting
perceptions and diverting attention from the real issues.
TRUE

Difficulty: Easy
12-7
28. Temperate phrasing involves choosing language carefully to deliver a message that will
provoke the other side.
FALSE

Difficulty: Medium
29. Negotiators always run the risk of encountering other parties who, for any number of
reasons, are difficult negotiators. That difficulty may be intentional or due to:
A. inexperience.
B. philosophical differences.
C. inadequate skill.
D. lack of sophistication.

Difficulty: Medium
30. As a party managing a negotiation mismatch, you can respond to tough distributive tactics
in the following ways: call them on it, ________ them, respond in kind, or offer to change to
more productive methods.
A. repeat
B. restrain
C. ignore
D. advertise

Difficulty: Easy
12-8
31. As a party managing a negotiation mismatch, you can respond using all of the following,
except?
A. Ignore them.
B. Respond in kind.
C. Call them on it.
D. Offer to use distributive methods.

Difficulty: Easy
32. Hard tactics, in the context of negotiation, are generally considered to be:
A. integrative tactics.
B. distributive tactics.
C. collaborative tactics.
D. repressed tactics.

Difficulty: Medium
33. A tactic that is ignored is often considered:

A. a tactic reserved.
B. a tactic defeated.
C. a tactic converted.
D. a tactic exchanged.

Difficulty: Easy
12-9
34. Responding when the other side has more power, negotiators can utilize all of the
following alternatives, except?
A. Correct the power imbalance.
B. Introduce ultimatums.
C. Cultivate their best alternative to a negotiated agreement (BATNA).
D. Formulate a "trip wire alert system."

Difficulty: Medium
35. Three approaches to correcting a power imbalance include all of the following, except?
A. Low-power parties taking power.
B. Third parties managing the transfer and balance of power.
C. High-power parties giving power.
D. Low-power parties relinquishing power.

Difficulty: Medium
36. Which of the following illustrates a way in which the high-power party can transfer power
to the other party?
A. Sharing resources
B. Hoarding resources
C. Retaining control over the agenda
D. Focusing exclusively on the interests of the high-power party

Difficulty: Easy
12-10
37. Which of the following describes an ultimatum whereby one party presents the other with
a classic no-win dilemma?
A. Prisoner's dilemma
B. Extortion
C. Exploding offer
D. Verbal espionage

Difficulty: Easy
38. Successful negotiation involves the management of ______ and the resolution of
_________.
A. intangibles; tangibles
B. tangibles; intangibles
C. objectives; absolutes
D. intangibles; absolutes

Difficulty: Hard
39. All of the following are key factors which fuel the competitive dynamic in negotiations,
except?
A. The absence of lawyers
B. Rivalry
C. Time pressure
D. The spotlight

Difficulty: Hard
12-11
40. In a(n) _______ there is a positive correlation between the goal attainments of both
parties.
A. distributive situation
B. integrative situation
C. non-zero-sum situation
D. structured situation

Difficulty: Medium
41. The five-stage "breakthrough approach" was conceptualized by:

A. R. Bramson
B. R.S. Adler
C. William Ury
D. William Weeks

Difficulty: Easy
42. William Ury's "breakthrough approach" suggests all of the following, except?
A. Creating a favourable negotiation environment by regaining mental balance and
controlling one's own behaviour.
B. Helping the other party achieve similar balance and control.
C. Changing the approach from an integrative one to a distributive to one.
D. Achieving closure through firm, even-handed use of negotiating power.

Difficulty: Medium
12-12
43. Which of the following of Ury's strategies is prescribed when you are faced with a natural
reaction to the other side's competitive behaviour?
A. Go to the balcony
B. Step to the side
C. Don't reject, reframe
D. Build them a golden bridge

Difficulty: Medium
44. Which of the following of Ury's strategies is appropriate to overcome the other party's
skepticism about the benefits of agreement?
A. Go to the balcony
B. Step to the side
C. Don't reject, reframe
D. Build them a golden bridge

Difficulty: Medium
45. When in the low-power position, it is very important that negotiators:

A. bargain without a clear definition of their BATNA.
B. cultivate their BATNA.
C. propose an ultimatum.
D. sign a collective agreement.

Difficulty: Easy
12-13
46. A(n) ______ is an attempt to induce compliance or force concessions from a presumably
stubborn opponent.
A. BATNA
B. arbitrator
C. ultimatum
D. contingency contract

Difficulty: Easy
47. Negotiators should consider four tactics when dealing with a party with more power:
protect themselves, cultivate their ________, formulate a trip wire alert system, and correct
the power imbalance.
A. strategy
B. BATNA
C. resistance
D. power

Difficulty: Easy
48. In Ury's strategy for managing difficult negotiations, he sees five challenges: 1) don't
react, 2) disarm them, 3) change the game, 4) make it easy for them to say yes, and 5)
_________.
A. strike back
B. reject the offer
C. give in
D. make it hard to say no

Difficulty: Medium
12-14
49. The strategy of disarmament includes:

A. providing some distance from the conflict and from one's own emotions.
B. negotiating directly and openly the rules of the negotiation process.
C. helping the other party think about the consequences of not reaching an agreement.
D. expressing one's own views clearly and considerately.

Difficulty: Hard
50. ________ involves choosing language carefully to deliver a message that will not provoke
the other side.
A. Disarmament
B. Temperate phrasing
C. Hypertensive flexing
D. Tonal synchronization

Difficulty: Medium
51. How can a "pressured" party respond to distributive tactics?
Ignore them; "call" them on it; respond in kind; offer to change to more productive methods.

Difficulty: Medium
12-15
52. Outline the components of an exploding offer.
• A clear asymmetry of power between the parties.

• A pressure-inducing test of faith for the receiver.
• A restricted set of options.
• A lack of consideration and respect for the offerer by the respondent.
• An apparent lack of good faith on the offerer's part

Difficulty: Hard
53. Describe the strategic logic behind the use of an exploding offer as an ultimatum.
The strategic logic of this type of ultimatum often involves an attempt to force a negotiator
into a premature agreement, thereby bringing an early end to a negotiation process that might
eventually produce a more equitable outcome for the receiver. It might also have the effect of
limiting the negotiator's ability to comparison-shop among multiple competing offers or
possible BATNAs.

Difficulty: Medium
54. What are the three components of an ultimatum?
(1) A demand; (2) an attempt to create a sense of urgency, such that compliance is required;
and (3) a threat of punishment if compliance does not occur.

Difficulty: Medium
12-16
55. Explain the practice of exploding offers at college and university job fairs.
Exploding offers have become popular among some organizations recruiting graduating
university students. These organizations may offer competitive, or even slightly better,
financial packages to graduates but allow only 24 or 48 hours for students to decide or the
offer is withdrawn. Typically, these organizations are very early in the recruiting process and
their motive is to lock-in their preferred candidates and prevent them from considering other
offers. While many university career centres actively discourage exploding offers, the practice
persists.

Difficulty: Medium
56. List the five steps of Ury's "breakthrough approach?"
(1) Don't react—go to the balcony; (2) disarm them—step to their side; (3) change the
game—don't reject, reframe; (4) make it easy to say yes—build them a golden bridge; (5)
make it hard to say no—bring them to their senses, not their knees.

Difficulty: Medium
57. What are the advantages of Ury's "go to the balcony" approach?
This strategy gives you some distance from the dispute and from your emotions; creates
"breathing space," allowing you to cool off so your eventual response can be more reasoned;
and creates an opportunity for you to see the situation in context and to remind yourself why
you were there in the first place.

Difficulty: Medium
12-17
58. The subject of how to deal with difficult people in the workplace has received increasing
attention in recent years from several authors who have made several valid points in dealing
with this type of person. First, everyone can exhibit difficult behaviours or be difficult to deal
with at times; some people, however, are invariably difficult, and their behaviour follows
predictable and identifiable patterns. What are the other two points?
Second, what is difficult behaviour to one person may not be difficult for another. Third,
difficult people behave the way they do because it achieves results for them.

Difficulty: Hard
59. Having conversations with difficult people is not easy. Describe three ways of preparation
in anticipation of dealing with a difficult conversation.
There are at least three things that people can do once they have an awareness of their likely
response to an upcoming difficult conversation. First, they can visualize in their mind how the
conversation will unfold. Second, the person can practice the upcoming difficult conversation
with a neutral party. Finally, the third thing that can be done during preparation is to construct
a team that has a wide variety of strengths and weaknesses when dealing with difficult others.

Difficulty: Medium
12-18
60. How does the concept of tone play in the successful management of conversations?
Tone is the nonverbal aspect of the conversation and it includes "intonation, facial
expressions, conscious and unconscious body language" (Weeks). It is important to strike a
neutral tone when having a stressful conversation, especially if it is about bad news. Taking a
gloating or an aggressive tone will not only interfere with the other person's comprehension
during a difficult conversation, it will also likely lead to an escalated conversation that is even
more difficult. In addition, people are very sensitive to tone, and a negative tone along with
bad news will likely increase their motivation for revenge in the future.

Difficulty: Hard
12-19
Chapter 13 - Best Practices in Negotiations
Chapter 13
Best Practices in Negotiations
1. While some people may present as though they were born negotiators, the reality is that
negotiation is fundamentally a skill involving analysis and communication that everyone can
learn.
TRUE

Difficulty: Medium
Learning Objective: 13-01 Summarize how to and why you should prepare for negotiations.
Topic: 13-01 Be Prepared
2. The better prepared is the negotiator, the more numerous their advantages during the
process.
TRUE

Difficulty: Easy
3. While negotiations do follow broad stages, they also ebb and flow at consistent rates.
FALSE

Difficulty: Easy
13-1
4. Negotiators should choose their strategies and tactics based on whether they are facing a
distributive negotiation, an integrative negotiation, or a blend of the two.
TRUE

Difficulty: Easy
Learning Objective: 13-02 Illustrate how to diagnose the fundamental structure of a negotiation.
Topic: 13-02 Diagnose the Fundamental Structure of the Negotiation
5. Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes
for the negotiator in the higher power position.
FALSE

Difficulty: Medium
6. One of the most important sources of power in a negotiation is the alternatives available to
a negotiator if an agreement is not reached.
TRUE

Difficulty: Medium
Learning Objective: 13-03 Identify and explain how to work the BATNA.
Topic: 13-03 Identify and Work the BATNA
7. Negotiators without a strong BATNA are more likely to be forced to accept a settlement
that is later seen as unsatisfying.
TRUE

Difficulty: Easy
13-2
8. Negotiators have more power in a negotiation when their potential terms of agreement are
significantly better than what the other negotiator can obtain with his or her BATNA.
TRUE

Difficulty: Medium
9. When the difference between your terms and the other negotiator's BATNA is small, then
negotiators have more room to manoeuvre.
FALSE

Difficulty: Medium
10. The ultimate goal of most negotiations is reaching an agreement.

FALSE

Difficulty: Hard
Learning Objective: 13-04 Describe when you should be willing to walk away.
Topic: 13-04 Be Willing to Walk Away
11. Strong negotiators are willing to walk away from a negotiation when it becomes apparent
that no agreement is better than a poor agreement.
TRUE

Difficulty: Medium
13-3
12. It is important to continue to compare progress in the current negotiation with the target,
walkaway, and BATNA.
TRUE

Difficulty: Easy
13. In any negotiation situation the BATNA is the most optimal outcome.
FALSE

Difficulty: Easy
14. Excellent negotiators understand that negotiation embodies a set of paradoxes—seemingly

contradictory elements that actually occur together.
TRUE

Difficulty: Easy
Learning Objective: 13-05 Recognize the key paradoxes of negotiation.
Topic: 13-05 Master the Key Paradoxes of Negotiation
15. Negotiation is static.

FALSE

Difficulty: Medium
13-4
16. All negotiations have a value stage.

TRUE

Difficulty: Easy
17. In the value stage, parties work together to expand the resources under negotiation.
TRUE

Difficulty: Easy
18. Distributive skills are called for in the value claiming stage.
TRUE

Difficulty: Easy
19. Integrative skills are called for in the value claiming stage.
FALSE

Difficulty: Easy
13-5
20. Typically, the value claiming stage will precede the value creation stage.
FALSE

Difficulty: Medium
21. Effective negotiators are thoughtful about the distinction between issues of principle,
where firmness is essential, and other issues where compromise or accommodation is the best
route to a mutually acceptable outcome.
TRUE

Difficulty: Medium
22. In some negotiations, circumstances do change however legitimate one-time, seize-the-

moment deals never occur.
FALSE

Difficulty: Medium
23. Little preparation is needed to manage the "strategy versus opportunism" paradox.
FALSE

Difficulty: Hard
13-6
24. Strong preparation is critical to being able to manage the "strategy versus opportunism"
paradox.
TRUE

Difficulty: Hard
25. Negotiators who are completely open and tell the other party everything expose
themselves to the risk that the other party will take advantage of them
TRUE

Difficulty: Easy
26. Negotiators who believe everything the other party tells them make themselves vulnerable
to being taken advantage of by the other party.
TRUE

Difficulty: Easy
27. Trust can be built by being honest and sharing information with the other side, which
hopefully will lead to reciprocal trust and credible disclosure by the other side.
TRUE

Difficulty: Medium
13-7
28. Intangibles frequently affect negotiation in a negative way.

TRUE

Difficulty: Medium
Learning Objective: 13-06 Explain why the intangibles matter in negotiations.
Topic: 13-06 Remember the Intangibles
29. The best way to identify the existence of intangible factors is to try to "see what is not
there."
TRUE

Difficulty: Easy
30. Negotiators also need to remember that intangible factors influence their own behaviour
(and that it is not uncommon for us to not recognize what is making us angry, defensive, or
zealously committed to some idea).
TRUE

Difficulty: Medium
31. Negotiators can illuminate definitions of fairness that the other party holds and engage in
a dialogue to reach consensus on which standards of fairness apply in a given situation.
TRUE

Difficulty: Medium
Learning Objective: 13-09 Express why rationality and fairness are relative.
Topic: 13-09 Remember That Rationality and Fairness Are Relative
13-8
32. People tend to view the world in a self-serving manner and define the "rational" thing to
do or a "fair" outcome or process in a way that benefit themselves.
TRUE

Difficulty: Medium
33. Negotiators can illuminate definitions of fairness held by the other party and engage in a
dialogue to reach consensus on which standards of fairness apply in a given situation.
TRUE

Difficulty: Easy
34. In most situations, one side of the negotiation typically holds the keys to what is
absolutely right, rational, or fair.
FALSE

Difficulty: Easy
35. Negotiators who take the time to pause and reflect on their negotiations will find that they
will have trouble remaining sharp and focused for their future negotiations.
FALSE

Difficulty: Medium
Learning Objective: 13-10 Summarize the strategies you can use to learn from your experiences.
Topic: 13-10 Continue to Learn from Your Experiences
13-9
36. Negotiation is an integral part of daily life and the opportunities to negotiate surround us.
TRUE

Difficulty: Easy
37. Using integrative tactics in a distributive situation may lead to optimal outcomes.
FALSE

Difficulty: Easy
38. Integrative skills are called for in the value claiming stage and distributive skills are useful
in value creation.
FALSE

Difficulty: Medium
39. Negotiators who do not believe anything that the other party tells them will have a very
difficult time reaching an agreement.
TRUE

Difficulty: Easy
13-10
40. Negotiators do not have to be aware of the effect of intangible factors on their own
aspirations and behaviour.
FALSE

Difficulty: Medium
41. Often negotiators do not learn what intangible factors are influencing the other negotiator
unless the other chooses to disclose them.
TRUE

Difficulty: Easy
42. Strong negotiators are aware of how both tangible and intangible factors influence
negotiation, and they weigh both factors when evaluating a negotiation outcome.
TRUE

Difficulty: Easy
43. Negotiators need to work to prevent the other party from capturing a loose coalition for
their purposes.
TRUE

Difficulty: Medium
Learning Objective: 13-07 Explain how to actively manage coalitions.
Topic: 13-07 Actively Manage Coalitions
13-11
44. When negotiators are part of a coalition, communicating with the coalition is critical to
ensuring that the power of the coalition is aligned with their goals.
TRUE

Difficulty: Easy
45. With a "divide and conquer" strategy, negotiators try to increase dissent within the
coalition by searching for ways to breed instability within the coalition.
TRUE

Difficulty: Medium
46. Starting negotiations with a positive reputation is essential, and negotiators should be
vigilant in protecting their reputations.
TRUE

Difficulty: Easy
Learning Objective: 13-08 Describe how to and why you should protect your reputation.
Topic: 13-08 Savour and Protect Your Reputation
47. Negotiators who have a reputation for breaking their word and not negotiating honestly
will have a much more difficult time negotiating in the future.
TRUE

Difficulty: Easy
13-12
48. Consistency and fairness are two essential ingredients in forming a good reputation.
TRUE

Difficulty: Easy
49. Fairness provides the other party with a clear set of predictable expectations about how
you will behave, which leads to a stable reputation.
FALSE

Difficulty: Medium
50. Consistency provides the other party with a clear set of predictable expectations about
how you will behave, which leads to a stable reputation.
TRUE

Difficulty: Medium
51. Negotiating with a tough but underhanded other party means that negotiators will need to
verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing
information.
TRUE

Difficulty: Medium
13-13
52. Negotiator reputation is generally left to chance; negotiators can do very little to shape
and enhance their reputation.
FALSE

Difficulty: Medium
53. For negotiators to remain sharp, they need to continue to practice the art and science of
negotiation regularly.
TRUE

Difficulty: Easy
54. The best negotiators do not take time to analyze each negotiation after it has concluded.
FALSE

Difficulty: Medium
13-14
55. Negotiation is fundamentally a skill involving analysis and _______ that everyone can
learn.
A. preparation
B. cooperation
C. communication
D. process
E. innovation

Difficulty: Easy
56. At the top of the best practice list for every negotiator is:
A. managing coalitions.
B. diagnosing the structure of the negotiation.
C. remembering the intangibles.
D. preparation.
E. protecting your reputation.

Difficulty: Easy
57. Negotiators should make a conscious decision about whether they are facing a
fundamentally distributive negotiation, an integrative negotiation, or:
A. a combative negotiation.
B. a group negotiation.
C. a cooperative negotiation.
D. a creative negotiation.
E. a blend of both distributive and integrative negotiation.

Difficulty: Medium
13-15
58. Using overly distributive tactics in a fundamentally integrative situation will result in
agreements that:
A. are suboptimal for both parties.
B. are optimal for both parties.
C. leave integrative potential untapped.
D. lead to an impasse.
E. confuse both parties and result in stalemate.

Difficulty: Hard
59. Negotiators who set their sights too low are:

A. more likely to result in stalemate.
B. almost guaranteed to reach an agreement that is suboptimal.
C. end the negotiation in frustration.
D. most likely to achieve an agreement that is optimal.
E. more likely to walk away from the negotiation with no outcome whatsoever.

Difficulty: Easy
60. One of the most important sources of power in a negotiation is:

A. the alternatives available to a negotiator if an agreement is not reached.
B. the private conversations that transpire outside of the negotiation room.
C. the ability to use an integrative approach in a distributive situation.
D. the failure of the other party to effectively transition between integrative and distributive
phases.
E. the ability to force the low-power party to increase their BATNA.

Difficulty: Hard
13-16
61. Negotiators have more power in a negotiation when their potential terms of agreement
are:
A. suboptimal for the other negotiator.
B. significantly better than what the other negotiator can obtain with his or her BATNA.
C. marginally lower than what the other negotiator can obtain with his or her BATNA.
D. unrelated to the other negotiator's true BATNA.
E. unrelated to the other negotiator's BATNA.

Difficulty: Hard
62. Negotiators need to consciously work to:

A. lower their BATNA so as to achieve a deal.
B. improve their BATNA so as to improve the deal.
C. make their BATNA negative.
D. reduce their BATNA to avoid aggressive tactics from the other side.
E. increase their BATNA to challenge more aggressive tactics from the other side.

Difficulty: Medium
63. The goal of most negotiations is achieving which of the following?

A. A final settlement
B. A valued outcome
C. An agreement per se
D. A value claiming goal
E. A value creating goal

Difficulty: Easy
13-17
64. Excellent negotiators understand that negotiation embodies a set of:

A. values.
B. alternatives.
C. paradoxes.
D. BATNAs.
E. principles.

Difficulty: Medium
65. Research suggests that too much knowledge about the other party's needs can lead to a:
A. quick and positive outcome.
B. dilemma of honesty.
C. negative effect on your reputation.
D. groundwork for agreement.
E. suboptimal negotiation outcome.

Difficulty: Hard
66. All negotiations have a value ______ stage, where parties decide who gets how much of
what.
A. creating
B. claiming
C. coordinating
D. collaborating
E. comparison

Difficulty: Easy
13-18
67. ________ skills are called for in the value claiming stage.
A. Both integrative and distributive
B. Integrative
C. Distributive
D. Paradox
E. Balancing

Difficulty: Medium
68. _______ skills are useful in value creation.

A. Both integrative and distributive
B. Integrative
C. Distributive
D. Paradox
E. Balancing

Difficulty: Medium
69. Typically, the value _____ stage will precede the value ______ stage
A. integration; distribution
B. creation; claiming
C. claiming; creation
D. paradox; balancing
E. creation; balancing

Difficulty: Medium
13-19
70. Getting the other party to reveal why he or she is sticking so strongly to a given point is an
example of which of the following practices?
A. Remember the intangibles
B. Actively manage coalitions
C. Savour and protect your reputation
D. Remember that rationality and fairness is relative
E. Master the key paradoxes

Difficulty: Hard
71. Negotiators need to be reminded that certain factors influence their own behaviour. What
are those factors?
A. Strengths
B. Tangibles
C. Weaknesses
D. Intangibles
E. Negotiables

Difficulty: Easy
72. Intangibles frequently affect negotiation in a:

A. positive way.
B. superficial way.
C. ambiguous way.
D. negative way.
E. resentful way.

Difficulty: Easy
13-20
73. Winning, avoiding loss, looking tough or strong to others, not looking weak, or being fair
are examples of:
A. tangibles.
B. intangibles.
C. distributive tactics.
D. integrative tactics.
E. BATNAs.

Difficulty: Easy
74. At the root of many intangibles are:

A. hidden agendas.
B. strong emotions and/or values.
C. aggressive behaviours.
D. expectations.
E. suppositions.

Difficulty: Medium
75. In which of the following strategies do negotiators try to increase dissent within the
coalition by searching for ways to breed instability within the coalition?
A. Reveal and React
B. Inform and Consent
C. Disclose and Deny
D. Divide and Conquer
E. Disclose and Remit

Difficulty: Medium
13-21
76. ______ provides the other party with a clear set of predictable expectations about how you
will behave, which leads to a stable reputation.
A. Fairness
B. Assertiveness
C. Consistency
D. Attitude
E. Principles

Difficulty: Easy
77. _______ sends the message that you are principled and reasonable.
A. Fairness
B. Assertiveness
C. Consistency
D. Attitude
E. Principles

Difficulty: Easy
78. Research on negotiator perception and cognition indicates which of the following is
accurate?
A. People define a "fair" outcome or process in a way that benefits others.
B. People tend to view the world in a self-serving manner.
C. People tend to view the world in an others-serving manner.
D. People are largely irrational decision makers.
E. Few people are truly altruistic.

Difficulty: Medium
13-22
79. The best negotiators:

A. always win.
B. always use integrative tactics.
C. continue to learn from the experience.
D. never use integrative tactics.
E. never use distributive tactics.

Difficulty: Easy
80. Why is preparation so important for negotiators?
Negotiators who are better prepared have numerous advantages, including the ability to
analyze the other party's offers more effectively and efficiently, to understand the nuances of
the concession-making process, and to achieve their negotiation goals.

Difficulty: Medium
81. Why is the BATNA an important source of power in a negotiation?
The best alternative to a negotiated agreement (BATNA) is especially important because this
is the option that likely will be chosen should an agreement not be reached.

Difficulty: Easy
13-23
82. How might the use of overly distributive tactics in a fundamentally integrative situation
affect the outcome?
Using overly distributive tactics in a fundamentally integrative situation will almost certainly
result in reaching agreements that leave integrative potential untapped because negotiators
tend not to share readily the information needed to succeed in integrative negotiations in
response to distributive tactics.

Difficulty: Hard
83. Why is it important to understand that many negotiations will consist of a blend of
integrative and distributive elements and that there will be distributive and integrative phases
to these negotiations?
This is important, especially when it comes to transitioning between these phases within the
broader negotiation because missteps in these transitions can confuse the other party and lead
to impasse.

Difficulty: Hard
84. What often happens to negotiators without a strong BATNA?
A negotiator without a strong BATNA may find it difficult to achieve a good agreement
because the other party may try to push them aggressively, and hence be forced to accept a
settlement that is later seen as unsatisfying.

Difficulty: Medium
13-24
85. Why do negotiators need to manage the paradox between sticking with their prepared
strategy and pursuing a new opportunity that arises during the process?
This is a challenging paradox for negotiators to manage because new "opportunities" may in
fact be Trojan horses harbouring unpleasant surprises. On the other hand, circumstances do
change and legitimate one-time, seize-the-moment deals do occur. The challenge for
negotiators is to distinguish phantom opportunities from real ones.

Difficulty: Hard
86. Why is communicating with a coalition critical?
Because when negotiators are part of a coalition, communicating with the coalition is critical
to ensuring that the power of the coalition is aligned with their goals.

Difficulty: Medium
87. Why is it said that reputations are like eggs?
Reputations are like eggs—fragile, important to build, easy to break, and very hard to rebuild
once broken.

Difficulty: Easy
13-25
88. Give examples of intangibles in negotiation.
Intangibles in negotiation include winning, avoiding loss, looking tough or strong to others,
not looking weak, being fair, and so on.

Difficulty: Easy
89. When is walking away from a negotiation the best choice?
The goal of most negotiations is achieving a valued outcome, not reaching an agreement per
se. Strong negotiators remember this and are willing to walk away from a negotiation when
no agreement is better than a poor agreement.

Difficulty: Easy
90. The best way to identify the existence of intangible factors effecting a negotiation is to try
to "see what is not there." Explain what this means.
In other words, if a careful preparation and analysis of the situation reveals no tangible
explanation for the other negotiator's behaviour—adamant advocacy of a certain point, refusal
to yield another one, or behaviour that just doesn't "make sense"—then it is time to start
looking for the intangibles driving his behaviour.

Difficulty: Medium
13-26
91. What can negotiators do to shape and enhance with reputations?
Negotiators can work to shape and enhance their reputation by acting in a consistent and fair
manner. Consistency provides the other party with a clear set of predictable expectations
about how you will behave, which leads to a stable reputation. Fairness sends the message
that you are principled and reasonable. Strong negotiators also periodically seek feedback
from others about the way they are perceived and use that information to strengthen their
credibility and trustworthiness in the marketplace.

Difficulty: Easy
92. What are the three things that negotiators can do to manage the perceptions of fairness and
rationality proactively?
First, they can question their own perceptions of fairness and ground them in clear principles.
Second, they can find external benchmarks and examples that suggest fair outcomes. Finally,
negotiators can illuminate definitions of fairness that the other party holds and engage in a
dialogue to reach consensus on which standards of fairness apply in a given situation.

Difficulty: Medium
93. How is a negotiator like an athlete?
Because even the best athletes—in almost any sport—have one or more coaches on their staff,
and stop to "take a lesson." Negotiators are encouraged to do the same.

Difficulty: Easy
13-27

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Essentials of Negotiation, 4th

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(Test Bank all Chapters)

True / False Questions

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3. Good negotiators are made, not born.

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4. Negotiating parties rarely negotiate by choice.

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

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

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18. Negotiations often begin with statements of opening positions.

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25. Negotiation situations have fundamentally the same characteristics.

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Multiple Choice Questions

35. Negotiation is about resolving:

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36. Negotiations occur for several reasons, except?

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41. Interdependent parties' relationships are characterized by:

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

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43. BATNA stands for:

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44. What are the two dilemmas of negotiation?