1. Thomas proposed that what two personality dimensions can represent the levels of concern underlying the five conflict management styles? The degree of aggressiveness and the degree of cooperativeness The degree of assertiveness and the degree or competitiveness The degree of aggressiveness and the degree of competitiveness The degree of assertiveness and the degree of cooperativeness 2. A zero-sum situation is also known as what other situation name? negotiative integrative distributive win-lose 3. Which of the following is not one of the four biases that threaten e-mail negotiations? Sinister attribution bias Burned bridge bias Impasse in e-mail negotiations bias Temporal synchrony bias 4. A reservation price is which of the following? what negotiators mean by their “bottom line” the median between your opening bid and bottom line your opening bid in a negotiation the other party’s opening bid in a negotiation 5. The “joining threshold” is: the minimum number of people required for a coalition to be successful. the level in which a minimum number of people have joined a coalition and others begin to join because they recognize that their current friends and associates are already members. the total number of people who can join a specific condition. the level at which a new member must “pay”� in order to join the coalition. 6. Babcock, Wang and Loewenstein found that: negotiators compare themselves to others whose positions are similar in scope and position to their own. negotiation breakdown or impasses are negatively correlated with perceived differences between the disputants chosen comparison groups. the smaller the perceived differences between comparison groups, the greater the likelihood of a breakdown. negotiators choose comparison groups to reflect a supportive, self-serving bias for their positions. 7. At the top of the best practice list for every negotiator is: Remembering the intangibles Managing coalitions Preparation Diagnosing the structure of the negotiation 8. Which of the following is not a major source of power from one of the five different groupings? personal sources of power organizational sources of power information sources of power contextual sources of power 9. Negotiation is fundamentally a skill involving analysis and _____________ that everyone can learn. preparation cooperation communication Process 10. Successful logrolling requires: that one party is allowed to obtain his/her objectives and he/she then “pays off” the other party for accommodating his/her interests. 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. no additional information about the other party than his/her interests, and assumes that simply enlarging the resources will solve the problem. 11. Rackham’s study found that during face-to-face-bargaining, superior negotiators: avoided behavioral labeling. made fewer immediate counterproposals. asked fewer questions. frequently used defend-attack cycles. 12. The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible? Target point Bargaining mix Bargaining range Resistance point 13. Only one of the approaches to ethical reasoning has as its central tenet that actions are more right if they promote more happiness, more wrong if they produce unhappiness. Which approach applies? end-result ethics social context ethics duty ethics reasoning ethics 14. Which represents the best deal we can possibly hope to achieve? Resistance point Alternative Opening bid Specific target point 15. According to Kolb and Coolidge, during a negotiation men tend to: perceive negotiation as a part of the larger context within which it takes it place. engage the other in a joint exploration of ideas. seek empowerment when there is interaction among all parties in the relationship. demarcate negotiating from other behaviors that occur in the relationship. 17. A doctor facing the moral dilemma between a mandate to save lives and the mandate to relieve undue suffering for those whose lives cannot be saved is an example of: social context ethics. duty ethics. end-result ethics. utilitarian ethics. 17. A constituency is: a negotiator representing the interests of another party. two or more parties on the same side who are working together and collectively advocating the same positions and interests. one or more parties whose interests, demands, or priorities are being represented by the focal negotiator at the table. any individual or group of people who are not directly involved in or affected by a negotiation, but who have a chance to observe and react to the ongoing events. 18. In the Dual Concerns Model, the level of concern for the individual’s own outcomes and the level of concern for the other’s outcomes are referred to as the: cooperativeness dimension and the competitiveness dimension. competitiveness dimension and the aggressiveness dimension. cooperativeness dimension and assertiveness dimension. assertiveness dimension and the competitiveness dimension. Mediators have: the power to impose a solution. no formal power over outcomes. the same power as arbitrators. the authority to resolve the dispute on their own. 20. The “culture-as-shared-value” approach: recognizes that no human behavior is determined by a single cause. concentrates on documenting the systematic negotiation behavior of people in different cultures. recognizes that all cultures contain dimensions or tensions among their different values. concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture. 21. Which of the following lists only joint strategies for cross-cultural negotiations? employ agents or advisors, bring in a mediator, adapt to the other party’s approach, improvise an approach coordinate adjustment, improvise an approach, adapt to the other party’s approach, embrace the other party’s approach bring in a mediator, coordinate adjustment, improvise an approach, effect symphony employ agents or advisors, adapt to the other party’s approach, embrace the other party’s approach, effect symphony 22. Brett, Barsness and Goldberg found that mediation, when compared to arbitration: was more time-consuming. produced greater disputant satisfaction. was more costly. was more complicated to implement. 23. It is important negotiators consider the shadow negotiation carefully before meeting with the other party so they: understand where the boundaries of the current negotiations are and should be. understand how they would ideally like to work with the other party. are clear in their own minds about the scope of the negotiations. determine what ground the negotiation is going to cover and how the negotiators are going to work together. 24. What are the three key stages and phases that characterize multilateral negotiations? the prenegotiation stage, managing the actual negotiations, and managing the agreement stage the prenegotiation stage, the networking stage, and the managing the agreement stage the coalition building stage, the relationship development stage, the networking stage the coalition building stage, the networking stage, and the actual negotiation state 25. Power distance describes: the extent to which cultures hold values that were traditionally perceived as masculine or feminine. the extent to which the society is organized around individuals or the group. the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally. 26. Which of the following techniques is the least effective in resolving impasses and defusing volatile situations? Active listening Tension management Separating the parties Synchronized de-escalation 27. Researchers have found that expressing high anger and low compassion toward another leads the negotiators to: a greater desire to work together in the future. achieve more joint gains. find and explore commonalities in experiences. an unaffected ability to yield greater individual gains. 28. Which of the following parameters shapes our understanding of relationship negotiation strategy and tactics? Parties never make concessions on substantive issues. Negotiating within relationships takes place at a single point in time. Negotiating with relationships may never end. Negotiation in relationships is only about the issue. 29. In multiparty negotiations, research shows that parties who approached multiple issues simultaneously: Have less insight into the preferences and priorities of the other parties at the table. Increased the likelihood of achieving agreement. Exchanged less information. Achieved lower quality agreements. 30. Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a: group negotiation. cooperative negotiation. combative negotiation. blend of both distributive and integrative negotiations.
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