1.\t\u00a0\t\u00a0\tThomas proposed that what two personality dimensions can represent the levels of concern underlying the five conflict management styles?\t\u00a0\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 The degree of aggressiveness and the degree of cooperativeness\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 The degree of assertiveness and the degree or competitiveness\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 The degree of aggressiveness and the degree of competitiveness\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 The degree of assertiveness and the degree of cooperativeness\t\u00a0\t2.\tA zero-sum situation is also known as what other situation name?\t\u00a0\t\u00a0\t\u00a0\tnegotiative\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 integrative\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 distributive\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 win-lose\t\u00a0\t3.\tWhich of the following is not one of the four biases that threaten e-mail negotiations?\t\u00a0\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Sinister attribution bias\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Burned bridge bias\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Impasse in e-mail negotiations bias\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Temporal synchrony bias\t\u00a0\t4.\tA reservation price is which of the following?\t\u00a0\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 what negotiators mean by their “bottom line”\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 the median between your opening bid and bottom line\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 your opening bid in a negotiation\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 the other party’s opening bid in a negotiation\t\u00a0\t5.\tThe “joining threshold” is:\t\u00a0\t\u00a0\t\u00a0\tthe minimum number of people required for a coalition to be successful.\t\u00a0\t\u00a0\tthe 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.\t\u00a0\t\u00a0\tthe total number of people who can join a specific condition.\t\u00a0\t\u00a0\tthe level at which a new member must “pay”\ufffd in order to join the coalition.\t\u00a0\t6.\tBabcock, Wang and Loewenstein found that:\t\u00a0\t\u00a0\t\u00a0\tnegotiators compare themselves to others whose positions are similar in scope and position to their own.\t\u00a0\t\u00a0\tnegotiation breakdown or impasses are negatively correlated with perceived differences between the disputants chosen comparison groups.\t\u00a0\t\u00a0\tthe smaller the perceived differences between comparison groups, the greater the likelihood of a breakdown.\t\u00a0\t\u00a0\tnegotiators choose comparison groups to reflect a supportive, self-serving bias for their positions.\t\u00a0\t\u00a0\t7.\t\u00a0\tAt the top of the best practice list for every negotiator is:\t\u00a0\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Remembering the intangibles\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Managing coalitions\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Preparation\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 Diagnosing the structure of the negotiation\t\u00a0\t8.\tWhich of the following is not a major source of power from one of the five different groupings?\t\u00a0\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 personal sources of power\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 organizational sources of power\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 information sources of power\t\u00a0\t\u00a0\t\u00a0\u00a0\u00a0 contextual sources of power\t\u00a0\t9.\tNegotiation is fundamentally a skill involving analysis and _____________ that everyone can learn.\t\u00a0\tpreparation\t\u00a0\tcooperation\t\u00a0\tcommunication\t\u00a0\tProcess\t\u00a0\t10.\t\u00a0\tSuccessful logrolling requires:\t\u00a0\tthat one party is allowed to obtain his\/her objectives and he\/she then “pays off” the other party for accommodating his\/her interests.\t\u00a0\tthat 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.\t\u00a0\t\u00a0\t\u00a0\tno additional information about the other party than his\/her interests, and assumes that simply enlarging the resources will solve the problem.\t\u00a0\t11.\t\u00a0\t\u00a0\tRackham’s study found that during face-to-face-bargaining, superior negotiators:\t\u00a0\tavoided behavioral labeling.\t\u00a0\tmade fewer immediate counterproposals.\t\u00a0\tasked fewer questions.\t\u00a0\tfrequently used defend-attack cycles.\t\u00a0\t12.\tThe objective of both parties in distributive bargaining is to obtain as much of which of the following as possible?\t\u00a0\tTarget point\t\u00a0\tBargaining mix\t\u00a0\tBargaining range\t\u00a0\tResistance point\t\u00a0\t13.\tOnly 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?\t\u00a0\tend-result ethics\t\u00a0\tsocial context ethics\t\u00a0\tduty ethics\t\u00a0\treasoning ethics\t\u00a0\t14.\t\u00a0\tWhich represents the best deal we can possibly hope to achieve?\t\u00a0\tResistance point\t\u00a0\tAlternative\t\u00a0\tOpening bid\t\u00a0\tSpecific target point\t\u00a0\t15.\tAccording to Kolb and Coolidge, during a negotiation men tend to:\t\u00a0\tperceive negotiation as a part of the larger context within which it takes it place.\t\u00a0\tengage the other in a joint exploration of ideas.\t\u00a0\tseek empowerment when there is interaction among all parties in the relationship.\t\u00a0\tdemarcate negotiating from other behaviors that occur in the relationship.\t\u00a0\t17.\t\u00a0\t\u00a0\tA 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:\t\u00a0\tsocial context ethics.\t\u00a0\tduty ethics.\t\u00a0\tend-result ethics.\t\u00a0\tutilitarian ethics.\t\u00a0\t17.\tA constituency is:\t\u00a0\ta negotiator representing the interests of another party.\t\u00a0\ttwo or more parties on the same side who are working together and collectively advocating the same positions and interests.\t\u00a0\tone or more parties whose interests, demands, or priorities are being represented by the focal negotiator at the table.\t\u00a0\tany 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.\t\u00a0\t18.\t\u00a0\tIn 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:\t\u00a0\tcooperativeness dimension and the competitiveness dimension.\t\u00a0\tcompetitiveness dimension and the aggressiveness dimension.\t\u00a0\tcooperativeness dimension and assertiveness dimension.\t\u00a0\tassertiveness dimension and the competitiveness dimension.\t\u00a0\t\u00a0\t\u00a0\t\u00a0\tMediators have:\t\u00a0\tthe power to impose a solution.\t\u00a0\tno formal power over outcomes.\t\u00a0\tthe same power as arbitrators.\t\u00a0\tthe authority to resolve the dispute on their own.\t\u00a0\t20.\tThe “culture-as-shared-value” approach:\t\u00a0\trecognizes that no human behavior is determined by a single cause.\t\u00a0\tconcentrates on documenting the systematic negotiation behavior of people in different cultures.\t\u00a0\trecognizes that all cultures contain dimensions or tensions among their different values.\t\u00a0\tconcentrates 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.\t\u00a0\t21.\t\u00a0\tWhich of the following lists only joint strategies for cross-cultural negotiations?\t\u00a0\temploy agents or advisors, bring in a mediator, adapt to the other party’s approach, improvise an approach\t\u00a0\tcoordinate adjustment, improvise an approach, adapt to the other party’s approach, embrace the other party’s approach\t\u00a0\tbring in a mediator, coordinate adjustment, improvise an approach, effect symphony\t\u00a0\temploy agents or advisors, adapt to the other party’s approach, embrace the other party’s approach, effect symphony\t\u00a0\t\u00a0\t22.\t\u00a0\t\u00a0\t\u00a0\t\u00a0\tBrett, Barsness and Goldberg found that mediation, when compared to arbitration:\t\u00a0\twas more time-consuming.\t\u00a0\tproduced greater disputant satisfaction.\t\u00a0\twas more costly.\t\u00a0\twas more complicated to implement.\t\u00a0\t23.\tIt is important negotiators consider the shadow negotiation carefully before meeting with the other party so they:\t\u00a0\tunderstand where the boundaries of the current negotiations are and should be.\t\u00a0\tunderstand how they would ideally like to work with the other party.\t\u00a0\tare clear in their own minds about the scope of the negotiations.\t\u00a0\tdetermine what ground the negotiation is going to cover and how the negotiators are going to work together.\t\u00a0\t24.\tWhat are the three key stages and phases that characterize multilateral negotiations?\t\u00a0\tthe prenegotiation stage, managing the actual negotiations, and managing the agreement stage\t\u00a0\tthe prenegotiation stage, the networking stage, and the managing the agreement stage\t\u00a0\tthe coalition building stage, the relationship development stage, the networking stage\t\u00a0\tthe coalition building stage, the networking stage, and the actual negotiation state\t\u00a0\t25.\tPower distance describes:\t\u00a0\tthe extent to which cultures hold values that were traditionally perceived as masculine or feminine.\t\u00a0\tthe extent to which the society is organized around individuals or the group.\t\u00a0\tthe extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.\t\u00a0\tthe extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.\t\u00a0\t26.\t\u00a0\t\u00a0\tWhich of the following techniques is the least effective in resolving impasses and defusing volatile situations?\t\u00a0\tActive listening\t\u00a0\tTension management\t\u00a0\tSeparating the parties\t\u00a0\tSynchronized de-escalation\t\u00a0\t27.\tResearchers have found that expressing high anger and low compassion toward another leads the negotiators to:\t\u00a0\ta greater desire to work together in the future.\t\u00a0\tachieve more joint gains.\t\u00a0\tfind and explore commonalities in experiences.\t\u00a0\tan unaffected ability to yield greater individual gains.\t\u00a0\t28.\t\u00a0\tWhich of the following parameters shapes our understanding of relationship negotiation strategy and tactics?\t\u00a0\tParties never make concessions on substantive issues.\t\u00a0\tNegotiating within relationships takes place at a single point in time.\t\u00a0\tNegotiating with relationships may never end.\t\u00a0\tNegotiation in relationships is only about the issue.\t\u00a0\t29.\tIn multiparty negotiations, research shows that parties who approached multiple issues simultaneously:\t\u00a0\tHave less insight into the preferences and priorities of the other parties at the table.\t\u00a0\tIncreased the likelihood of achieving agreement.\t\u00a0\tExchanged less information.\t\u00a0\tAchieved lower quality agreements.\t\u00a0\t30.\t\u00a0\tNegotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a:\t\u00a0\tgroup negotiation.\t\u00a0\tcooperative negotiation.\t\u00a0\tcombative negotiation.\t\u00a0\tblend of both distributive and integrative negotiations.<\/p>\n","protected":false},"excerpt":{"rendered":"
1. \u00a0 \u00a0 Thomas proposed that what two personality dimensions can represent the levels of concern underlying the five conflict management styles? \u00a0 \u00a0 \u00a0 \u00a0\u00a0\u00a0 The degree of aggressiveness and the degree of cooperativeness \u00a0 \u00a0 \u00a0\u00a0\u00a0 The degree Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-228320","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/228320","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=228320"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/228320\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=228320"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=228320"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=228320"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}