Negotiation Chp 4

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

F

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

F

In the Negotiation Planning Guide it is not necessary to define the alternatives (BATNAs).

F

Interests are what a negotiator wants.

F

It is not possible to evaluate packages as opening bids and others as targets in the same way as evaluating individual issues.

F

Single-issue negotiations can often be made integrative by working to decrease the number of issues.

F

The first iteration through the planning process should be firm, and the negotiator should be inflexible and not modify and adjust previous steps as new information becomes available.

F

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

T

Accommodation is as much a win-lose strategy as competition, although it has a decidedly different image that involves an imbalance of outcomes, but in the opposite direction ("I lose, you win" as opposed to "I win, you lose").

T

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

T

Context issues (e.g., history of the relationship) can affect negotiation.

T

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.

T

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

T

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

T

If what we want exceeds what the other party is capable of or willing to give, we must either change our goals or end the negotiation.

T

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

T

Interests may be process-based and relationship-based.

T

It is important to set priorities and possibly assign points for both tangible and intangible issues.

T

Large bargaining mixes allow many possible components and arrangements for settlement.

T

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

T

What are the most critical precursors for achieving negotiation objectives? A. effective strategizing and planning B. goal setting and target planning C. defining frames and setting goals D. framing and strategizing E. none of the above

A effective strategizing & planning

Does any of the following represent the point at which we realistically expect to achieve a settlement? A. specific target point B. resistance point C. alternative D. asking price E. none of the above

A specific target point

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 E. all of the above

A the harder it is to communicate to the other party what we want

Which is not a difference between strategy and tactics? A. Scale B. Goals C. Perspective D. Immediacy E. Adaptation

B goals

What is the primary determinant for success in negotiation? A. a distributive vs. integrative 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 E. all of the above

B the planning that takes place prior to the dialogue

A strong interest in achieving only substantive outcomes tends to support which of the following strategies? A. collaborative B. accommodating C. competitive D. avoidance E. none of the above

C competitve

In an accommodative negotiation, the relationships have: A. a short-term focus B. a long-term focus C. may be either short term or long term D. secrecy and defensiveness E. none of the above

C may be either short term or long term

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. E. all of the above.

C set & push for high objectives

Which of the following is not a reason that negotiations fail? A. Allowing insufficient time for planning B. Failing to set clear objectives C. Understanding the strengths and weaknesses of their and the other party's positions D. Depending on being quick and clever during negotiations E. Designing a road map that will guide to an agreement

C understanding the strengths & weaknesses of their & other party's positions

Which one of the following is as much a win-lose strategy as competition, although it has a decidedly different image? A. collaboration B. avoidance C. engagement D. accommodation E. reciprocation

D accomodation

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 E. none of the above

D can make negotiators feel threatened & defensive

A negotiator should ask which of the following questions when presenting issues to the other party to assemble information? A. What facts support my point of view? B. Whom may I consult or take with to help me elaborate or clarify the facts? C. What is the other party's point of view likely to be? D. How can I develop and present the facts so they are most convincing? E. All of the above questions should be asked.

E all the above

Characteristics of collaborative strategies include: A. long-term focus B. trust and openness C. efforts to find mutually satisfying solutions D. pursuit of goals held jointly with others E. all of the above

E all the above

Effective planning requires hard work on the following points: A. Defining the issues B. Defining the bargaining limit C. Defining interests D. Defining limits and alternatives E. All of the above

E all the above

Interests can be: A. substantive, directly related to the focal issues under negotiation B. process-based, related to the manner in which we settle this dispute C. relationship-based, tied to the current or desired future relationship between the parties D. based in the intangibles of the negotiation E. all of the above

E all the above

Which is not a key step to an ideal negotiation process? A. Preparation B. Relationship Building C. Information Gathering D. Bidding E. All of the above are key steps

E all the above

Under which of the following questions of protocol would you find a bargaining relationship discussion about procedural issues that should occur before the major substantive ones have been raised? A. What agenda should we follow? B. Where should we negotiate? C. What is the time period of the negotiation? D. What might be done if negotiation fails? E. How will we keep track of what is agreed to?

E how will we keep track of what is agreed to do?

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

accomodative

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

alternatives

The decision to negotiate is closely related to the desirability of _______________________.

available alternative

Without effective planning and target setting, results occur more by ____________ than by negotiator effort.

chance

Effective goals must be ___________, ___________, and ___________.

concrete; specific; measurable

Having a sense of direction and the ____________ derived from it is a very important factor in affecting negotiating outcomes.

confidence

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

distributive

____________ 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.

distributive

____________ issues are often difficult to discuss and rank-order.

intangible

Multiple-issue negotiations lend themselves more to more ____________ negotiations.

integrative

A "field analysis" is one way to assess all the key parties in a ___________.

negotiation

Effective strategy and ____________ are the most critically important precursors for achieving negotiation objective.

planning

When the other side raises an unexpected issue the negotiator is completely unprepared to discuss, the experienced negotiator may ask for a ____________ to get information and prepare themselves on the new issue.

recess

A ________________________ is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

resistance point

Tactics are subordinate to strategy; they are structured, directed and driven by ____________ considerations.

strategic

_______________________ often requires considering how to package several issues and objectives.

target setting