SSN301 Full TF
37. Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations.
False
38. Weiss states that a negotiator should only use one strategy throughout an entire negotiation.
False
A characterization frame can clearly be shaped by experience with the other party but identity frames (of self) tend to be negative while the characterization frames tend to be positive.
False
A coalition is created by formal organizational designation.
False
A competitive strategy would be appropriate when the relationship outcome is relatively more important to the strategizer than the substantive outcome.
False
A negative bargaining range occurs when the buyer's resistance point is above the seller's.
False
A negotiator must build a relationship with only his constituency or with the other negotiating party, but never both.
False
A perceptual bias is the subjective mechanism through which people evaluate and make sense out of situations.
False
According to Deutsch, an actor does not have power in a given situation and cannot satisfy the purposes that he is attempting to fulfill in that situation.
False
According to Petty and Cacioppo, the first route to persuasion is referred to as the peripheral route and involves thought and integration of the message into the individual's previously existing cognitive structures.
False
All negotiations consist of multiple issues.
False
An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained.
False
An outcome-dependent audience is one that can observe the negotiation but will not be directly affected by the results.
False
As the coalition builds and strengthens, other prospective partners will have more interest in joining on their own, and the founder's power position shifts from strength to weakness.
False
As the number of negotiators increases, the likelihood of finding common ground to satisfy all interests usually increases as well, thus making group negotiations more successful than a negotiating dyad.
False
Audiences usually have only unfavorable effects on negotiations.
False
Authority ranking is a one-to one correspondence relationship in which people are distinct but equal.
False
Because of their dramatic nature and the emotional response they evoke, threats are never tempting to use.
False
Children are often considered to be among the worst negotiators because they are so persistent in pursuing what they
False
Coalitions must be permanent, large, and public to be effective.
False
Distributive bargaining strategies are the only strategies that are effective in interdependent situations.
False
Distributive strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.
False
During economic downsizings, labor unions can find themselves negotiating new contracts that delay wage increases or even reduce wages, which means giving hard-won concessions back to management—something union officials want to do.
False
During the information management phase of multiparty negotiations, scouts represent a formal link to some important constituency and help to acquire resources the group needs to continue to operate.
False
Duty ethics argues that everyone ought to decide for himself or herself what is right based on his or her conscience.
False
Each party's resistance point is openly stated at the conclusion of negotiations.
False
Early in a negotiation, it is common for the parties to "talk past each other."
False
Early in the coalition building process, founders offer only a small share of profits or benefits to potential partners.
False
Eastern Europeans are significantly more likely to use bluffing in negotiations than Americans.
False
Even though authority can take different forms it always yields the same outcome.
False
Expert power is derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
False
First impressions and early experiences with others are powerful in shaping others' expectations; once these expectations are shaped, they become easy to change over time.
False
For decades researchers have examined negotiations in a relationship context, in order to offer better prescriptions on how to negotiate where the parties have a substantial history and anticipate a long future relationship
False
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
Framing is about focusing, shaping, and organizing the world around us but does not define persons, events or processes.
False
Hardball tactics are infallible if used properly.
False
Hardball tactics work most effectively against powerful, well-prepared negotiators.
False
Hiding the bottom line hurt negotiator performance in role plays.
False
Identification-based trust relies on information about the other rather than the management of rewards and punishments.
False
If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.
False
If perceptual distortions and initial assumptions are correct, then negotiators may not be able to reverse their effects.
False
If the group has been through a great deal of divisive and unproductive conflict to reach the first agreement, then the renegotiations do not have to specifically attend to changing and managing the conflict process.
False
In "calculated incompetence," the negotiator is intentionally given false or misleading information to reveal to the other party.
False
In an organizational network the "star" is in the center position between a "gatekeeper" and a "linking pin."
False
In brainstorming, participants are urged to be spontaneous, even impractical, and to censor anyone's ideas (including their own).
False
In calculus-based trust, the promise of reward is likely to be a more significant motivator than the threat of punishment.
False
In integrative negotiation, decisions must be finalized in each step of the negotiation process.
False
In integrative negotiation, the goals of the parties are mutually exclusive.
False
In integrative negotiations, negotiators are encouraged to state the problem in terms of their preferred solution and to make concessions from these most desired alternatives.
False
In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower quality agreements.
False
In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.
False
In organizational settings, veto players are most likely to be founders because they already control a majority of the power in the organization.
False
In relationship negotiations, parties should never make concessions on substantive issues to preserve or enhance the relationship.
False
Individualistically motivated parties in multiparty negotiations are more trusting and engage in less argumentation.
False
Influence that occurs through the peripheral route is likely to be relatively enduring and resistant to counterinfluence.
False
Integrative agreements have been shown to be facilitated when parties exchanged information about their positions on particular issues, but not necessarily about their priorities on those issues.
False
Interests are what a negotiator wants.
False
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
It is a good idea to negotiate for yourself when you are emotionally involved in an issue or problem in order not to get sidetracked by the discussion.
False
It is important to establish negotiating ground rules as the negotiating process evolves.
False
It is important to set priorities and possibly assign points for both tangible and intangible issues.
False
It is important to signal to the other party with either behavior or words that the concessions are almost over.
False
It is not possible to evaluate packages the same way as evaluating individual issues.
False
It is sufficient to learn about the other party's interests and resources.
False
It is the early research on trust that has revealed somewhat more complex relationships between trust and negotiation behavior.
False
It is uncommon for coalitions to exist before negotiations begin.
False
Latent coalitions are interests groups which previously formed, but which are currently inactive.
False
Machiavellianism appears to be a very weak predictor of ethical conduct.
False
Misrepresentation by omission is defined as actually lying about the common value issue.
False
Multiple communication channels should not be used as they inevitably pass along inaccurate and confusing information.
False
Negotiations with a positive settlement range are obvious from the beginning.
False
Negotiators always ask about the other party's perceptions and thoughts.
False
Negotiators do not have to be careful about revealing how much authority and autonomy they really have.
False
Negotiators usually set clear objectives that can serve as standards for evaluating offers and packages.
False
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
Negotiators who feel positive emotions are more likely to be inflexible in how they arrive at a solution to a problem.
False
Negotiators who have constituents are usually involved in three or four distinctly different relationships—and often in two separate and distinct negotiations.
False
One of the disadvantages of negotiating in a game or simulation is that there is a defined end.
False
Opponents are parties with whom a negotiator has high agreement on the vision or objectives, but low to moderate levels of trust.
False
Parties are likely to assume a particular frame because of one factor.
False
People are more likely to repeat behavior that is not rewarded than behavior that is rewarded.
False
Personal reward power cannot be derived from the target being influenced because the agent liked them or showed them some form of social acceptance.
False
Portraying an image of confidence, control, and steadfast determination is not as essential in appealing to an audience as being well dressed and well spoken.
False
Reframing does not require negotiators to be flexible during a negotiation but they should anticipate that multiple contingencies may arise during negotiations...
False
Research findings indicate that the more a subject felt that the partner's explanation was adequate for his or her deception, the more the subject expressed feelings of injustice, disapproval, punitiveness, and unforgiveness toward the partner.
False
Single-issue negotiations can often be made integrative by working to decrease the number of issues.
False
Social structures are inherently inefficient, and this realization creates the basis for legitimate power.
False
Stereotyping and halo effects are examples of perceptual distortion by the anticipation of encountering certain attributes and qualities in another person.
False
Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers.
False
Tactics designed to create power equalization are often employed as a way to gain advantage or to block the other's power moves.
False
Telling people about a perceptual or cognitive bias, or having them discuss things in a group meeting, will make the bias go away.
False
The best response to the chicken tactic is to challenge the other party by responding with one's own chicken tactic, thereby calling the other's bluff.
False
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
The concept of end-result ethics emphasizes that one ought to commit one's self to a series of moral rules or standards, and make decisions based on those rules.
False
The definition of issues at stake in a negotiation may not change as the discussion evolves.
False
The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.
False
The effective use of power requires a sensitive and deft touch, and its consequences may not vary greatly from one person to the next.
False
The first step for a negotiator completing a distributive bargaining negotiation is to obtain information about the other party's outcome values and resistance points.
False
The four forms of justice (distributive, procedural, interactive, systemic) are separate entities that are never intertwined.
False
The fundamental questions of ethical conduct arise only when we negotiate in distributive bargaining situations.
False
The norm of reciprocity applies only to favors of the same size.
False
The presence of an audience has no effect on the negotiators.
False
The principle of scarcity suggests that people are harder to influence when they feel that they are obtaining a scarce resource.
False
The question of how best to manage perceptual and cognitive bias is not a difficult one.
False
The resistance point is the point at which a negotiator would like to conclude negotiations.
False
The rightness of an action is determined by considering obligations to apply universal standards and principles is the definition of end-result ethics.
False
The social environment becomes much less complex and dynamic as we add negotiating parties.
False
The way an issue is framed will not influence how negotiators perceive risk and behave in relation to it.
False
There are three ways in which the complexity increases as five or more parties simultaneously engage in negotiation.
False
Those founders who have a small, uniform network of strong ties are in a better situation to form a coalition than those who have a large, diverse network of weak ties.
False
Visibility is the same as centrality or criticality in network structure.
False
When a team negotiates against a solo negotiator, these positive benefits of team negotiation do not occur.
False
When meeting others for the first time, people generally tend to evaluate them negatively rather than positively.
False
When negotiators are on the receiving end of a proposal, they frequently choose not to discuss the undesirable features of the argument, but rather to discuss the attractive features of the offer.
False
When some groups are discriminated against, disfranchised, or systematically given poorer salaries or working conditions, the parties may be more concerned about specific procedural elements and less concerned that the overall system may be biased or discriminatory in its treatment of certain groups and their concerns.
False
Whether the integrative negotiation is simple or complex, the evaluation and selection steps must always be kept separate, or a contamination of the negotiation effort may occur after an informal decision has already been made.
False
25. Ideological clashes increase the communication challenges in cross-border negotiations in the broadest sense because the parties may disagree on the most fundamental levels about what is being negotiated.
True
28. The relationship the principal negotiating parties develop before the actual negotiations will have an important impact on the negotiation process and outcome.
True
33. Risk-oriented cultures will be more willing to move early on a deal and will generally take more chances.
True
34. Research studies suggest that culture does have an effect of negotiation outcomes, although it may not be direct and it likely has an influence through differences in the negotiation process in different cultures
True
36. Research suggests that negotiators may naturally negotiate differently when they are with people from their own culture than when they are with people from other cultures.
True
39. Negotiators using the "adapt to the other party's approach" strategy maintain a firm grasp on their own approach, but make modifications to help relations with the other negotiator.
True
40. To use the "improvise an approach" strategy, both parties to the negotiation need to have high familiarity with the other party's culture and a strong understanding of the individual characteristics of the other party.
True
A common goal is one in which all parties share the result equally.
True
A negotiator's team member can do as much to influence and shape a spokesperson's behavior as what the opposing negotiator says or does.
True
A public commitment statement means that the wider the audience, the less likely the commitment will be changed.
True
A resistance point will be influenced by the cost an individual attaches to delay or difficulty in negotiation.
True
A single negotiator is simply one of the parties in a multiparty negotiation and wants to ensure that his or her own issues and interests are clearly incorporated into the final agreement
True
A single planning process can be followed for both a distributive and an integrative process.
True
A small concession late in negotiations may indicate that there is little room left to move.
True
A temporary coalition operates for a short period of time and is usually focused around a single issue or problem.
True
Agreement to innocuous statements early in the negotiation may be used as a foundation for further and further concessions.
True
All the advantages of a committed position work against a negotiator when the other party becomes committed, so it is important to try to prevent the other negotiator from becoming committed.
True
Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.
True
Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence to suggest that mistrust inhibits collaboration.
True
An audience that is dependent on a negotiator's performance for their outcomes will generally insist that he or she be tough, firm, demanding, and unyielding in the struggle to obtain the best possible outcome for them
True
An effective means of countering the intimidation tactic is to ignore it.
True
An individual who confuses private ethics with business morality does not make an effective negotiator.
True
Anything outside the bargaining range will be summarily rejected by one of the negotiators.
True
Audiences who are viewed only as a "somewhat-important" group to please can nevertheless exert powerful influences over a negotiator's behavior by simply telling negotiators that they look weak and foolish.
True
Authentic tactics require parties to tell everything they know, so that they can maximize what others know, maximize the common pool of information, and increase the ability of the parties to arrive at a solution that is in their individual and collective interests.
True
Because others will be skeptical of lending their support to the coalition, a founder needs to give early partners enough to "make it worth their while."
True
Building a relationship may be an essential critical component of being successful in negotiation.
True
Coalitions lack any internal hierarchy or formal legitimate authority.
True
Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships.
True
Context issues (e.g., history of the relationship) can affect negotiation.
True
Disputes over rights are sometimes referred to formal or informal arbitrators to decide whose standards or rights are more appropriate.
True
Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the value obtained in a single deal.
True
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
Focusing on interests allows parties to move beyond opening positions and demands to determine what the parties really want—what needs truly must be satisfied.
True
For positive problem solving to occur, both parties must be committed to stating the problem in neutral terms.
True
Frames are important in negotiation because disputes are often nebulous and open to different interpretations.
True
Gathering information about the other party is a critical step in preparing for negotiation.
True
Halo effects can be positive or negative.
True
Idiosyncratic deals are much more common today, and they are not reserved only for a special few.
True
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
If both parties understand the motivating factors for the other, they may recognize possible compatibilities in interests that permit them to invent positions which both will endorse as an acceptable settlement.
True
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
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 favor of substantial gains on tangibles.
True
If it is to your advantage to find and explore commonalties in experience, attitude, and background with the other party, it is also to your disadvantage to highlight those areas where you differ.
True
If power is based on personality and individual differences, the personality traits will affect how individuals acquire and use power.
True
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.
True
In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.
True
In a market pricing relationship, people see each other as interchangeable.
True
In a relationship, gathering information about the other's ideas, preferences and priorities is often the most important activity.
True
In general, parties tend to argue for the allocation standard that is most likely to serve their individual needs.
True
In general, two-sided messages are considered to be more effective than one-sided messages.
True
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
In logrolling, if the parties do in fact 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
In the short term, back channel diplomacy does not help to manage uncertainties by achieving early breakthroughs.
True
Individuals are more willing to use deceptive tactics when the other party is perceived to be uniformed or unknowledgeable about the situation under negotiation; particularly when the stakes are high.
True
Intangibles can lead the negotiator to fight harder to attain a particular solution option if that option satisfies both tangibles and intangibles.
True
Interests may be process-based and relationship-based.
True
Large bargaining mixes allow many possible components and arrangements for settlement.
True
Media relations and image management often become ends in themselves; strong negotiators can consciously stage their performance before radio microphones or television cameras in order to win public opinion to their side, which will then put pressure on the other party to concede
True
Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.
True
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
Most situations are mixed-motive negotiations, containing some elements that require distributive bargaining processes, and others that require integrative negotiation.
True
Negotiating team members themselves can act as bystanders and observers.
True
Negotiations occur in a rich and complex social context that has a significant impact on how the parties interact and how the process evolves.
True
Negotiators frequently give very little attention to the other party's opinions and point of view.
True
When a specific solution must meet the criteria of both quality and acceptability, those evaluating the solution options may have to be prepared to make trade-offs between the two to insure that both criteria are met.
True
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
When brought into the conversation, these secondary concerns often transform the conversation about the primary issues.
True
When members of an organization feel involved in the decision making process and perceive that process as fair, they are more likely to accept tough decisions.
True
When negotiators negotiate in full view of their constituencies, they are less likely to make concessions than negotiators who deliberate in private.
True
When receivers are distracted, they are less able to engage in issue-relevant thinking, and hence may be more susceptible to processing "peripheral" cues which may push them toward a particular choice option.
True
Negotiators usually spend a great deal of time devising ways to support and document their positions; they devote less time to considering how the information is presented or how to use qualities of the source and receiver to increase the likelihood that persuasion will be successful.
True
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.
True
Negotiators who have some way to control the number of parties at the table may begin to strategically manipulate this control to serve their objectives.
True
Normative power has no strategic function.
True
One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests, mirror them back, and encourage people to identify not only what they want, but also why they want it.
True
One way negotiators may convey the message that "this is the last offer" is by making the last concession substantial.
True
One's own temptation to misrepresent creates a self-fulfilling logic in which one believes one needs to misrepresent because the other is likely to do it as well.
True
Organization and national culture are both descriptors of contextual power.
True
Parties feel better about a settlement when negotiations involve a progression of concessions.
True
Parties should enter the integrative negotiation process with few preconceptions about the solution.
True
Parties who are in a communal-sharing relationship (or who expect to have future interaction) focus their attention more on the other party's outcomes as well as their own.
True
People learn better and are more likely to change their attitudes and beliefs for the long term when they are actively involved in the process of learning and understanding new material.
True
People may be more motivated to appear moral, rather than to act morally, because to act morally may have a number of costs attached to it.
True
Perception is the process by which individuals "connect" to their environment.
True
Perceptions of distributive unfairness are likely to contribute to parties' satisfaction with the result of a decision, while perceptions of procedural unfairness are likely to contribute to the parties' dissatisfaction with the result or with the institution that implemented the unfair procedure.
True
Questions and debate regarding the ethical standards for truth-telling are central and fundamental in the negotiating process.
True
Real consequences—rewards and punishments that arise from using a tactic or not using it—should not only motivate a negotiator's present behavior, but also affect the negotiator's predisposition to use similar strategies in similar circumstances in the future.
True
Reciprocity occurs among individuals who are better at taking the perspective of the other in a negotiation, and can also be 'coached' by encouraging a negotiator to consider the views of the other party in their decision making.
True
Research has shown that it is very clear that situational influences can predispose very ethical people to do ethically marginal things.
True
Research has shown that likeability is less important than other credibility factors.
True
Research on policy-making and decision-making groups has shown that efforts to minimize and avoid conflict can frequently lead to group decision-making disasters.
True
Respondents who expected to be in a short-term relationship were more likely to see the ethically marginal tactics as appropriate than those expecting a long-term relationship.
True
Sanctions are more appropriately used when changing behavior is more important than maintaining good will.
True
Selective presentation can be used to lead the other party to form the desired impression of your resistance point or to open up new possibilities for agreement that are more favorable to the presenter than those that currently exist.
True
Single-issue negotiations and the absence of a long-term relationship with the other party are the strongest drivers of claiming value strategies.
True
Studies show that subjects were more willing to lie by omission than by commission.
True
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
Systemic justice is about the way that organizations appear to treat groups of individuals.
True
The Delphi technique may tend to generate compromise settlements rather than truly creative, integrative solutions.
True
The concept of end-result ethics argues that it is deemed acceptable to break a rule or violate a procedure in the service of some greater good.
True
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
The failure to reach integrative agreements is often linked to the failure to exchange sufficient information that will allow the parties to identify integrative options.
True
The frames of those who hear or interpret communication may create biases of their own.
True
The more complex an individual's moral reasoning capability, the more he or she perceives conflict between personal standards and typical organizational demands.
True
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
The objective of "closing the deal" is to build commitment to the agreement.
True
The pursuit of only a singular, substantive goal often tends to support the choice of a competitive strategy.
True
The quickest and most efficient way of letting one's own constituency know the exact elements of one's negotiating posture and personal commitment to this posture is to represent that position in the media.
True
The social contract view would prescribe which behaviors are appropriate in a particular context in terms of what people owe one another.
True
The use of silence by a negotiator creates a "verbal vacuum" that makes the other uncomfortable and helps determine whether the other party is acting deceptively.
True
Those advocating an equity allocation standard argue that those who contributed more should receive more, in proportion to the magnitude of their contribution.
True
To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what it is and how it works.
True
Trust development is a mutual process, and while parties can initiate actions which may move the trust-development process forward, the strongest trust must be mutually developed at a pace acceptable to both parties.
True
Well-organized audiences can have significant effect on the outcome of negotiations even if their total number is small.
True
When a chairperson is also advocating a particular position or preferred outcome, it will be difficult for that individual to act or be seen as "neutral."
True
22. The notion that negotiation is both art and science is especially valid at the cross-cultural or international level.
True
24. Political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.
True
"Expanding the pie" as a method of generating alternative solutions is a complex process, as it requires much more detailed information about the other party than do other methods.
False
11. There have been no new research developments in the areas of sex and gender in the last few years that give a clearer picture of the underlying psychology of gender in negotiation.
False
15. In a review of research on gender in negotiation, Kray and Babcock argue that gender differences are most evident when negotiation is portrayed as a collaborative effort rather than a competition.
False
16. In the Ultimatum Game, a comparison of the minimum acceptable amounts stated by recipients shows that women demanded lower minimum offers than men.
False
17. Stereotypes enhance the performance of female negotiators.
False
20. Gender is, of course, the primary individual differences with a role in negotiation processes and outcomes.
False
21. Countries can have only one culture; however cultures can span national borders.
False
23. There are six factors in the environmental context that make international negotiations more challenging than domestic negotiations and these factors can act to limit or constrain organizations that operate internationally whether negotiators understand or appreciate their effects..
False
26. In all cross-cultural negotiations, both parties approach the negotiation deductively.
False
27. High-conflict situations that are based on ethnicity, identity or geography are most easy to resolve.
False
29. Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.
False
30. Many popular books and articles on international negotiation treat culture as expected behavior, providing lists of dos and don'ts to obey when negotiating with people from different cultures.
False
31. The "culture-as-shared-values" approach has advantages over the "culture-as-dialectic" approach because it can explain variations within cultures.
False
32. Outside of North America there appears to be a great deal of variation across cultures in the extent to which negotiation situations are initially perceived as distributive or integrative
False
35. The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach.
False
A balance of power should lead to less stable, less ethical conduct than an imbalance.
T
12. According to Kolb and Coolidge, women are likely to see negotiation as a behavior that occurs within relationships without large divisions marking when it begins and ends.
True
13. According to Kolb and Coolidge, men use dialogue to convince the other party that their position is the correct one, and to support various tactics and ploys that are used to win points during the discussion.
True
14. Males were more likely to perceive the task characteristics of conflict episodes
True
18. Much of the research places female negotiators at a disadvantage, suggesting that differences in process choices and styles, combined with the pernicious effects of stereotypes, leaves women worse off at the negotiation table
True
19. In negotiation, approaching the negotiation with a powerful frame of mind can lead to higher outcomes for the female negotiator who might otherwise be at a disadvantage.
True