Negotiation Chapter 7, Negotiation - Chapter 10, Negotiation - Chapter 11

Two perspectives on power:

"power over" "power with"

What are the three key stages and phases that characterize multilateral negotiations? A. the prenegotiation stage, managing the actual negotiations, and managing the agreement stage. B. the coalition building stage, the relationship development stage, the networking stage. C. the coalition building stage, the networking stage, and the actual negotiation stage. D. the prenegotiation stage, the networking stage, and the managing the agreement stage. E. None of the above lists the three key stages and phases that characterize multilateral negotiations.

A

A moderator who sends out a questionnaire to all parties asking for input is one strategy used to avoid destructive conflict and emotion. That strategy is known as A. nominal group technique. B. the Delphi Technique. C. brainstorming. D. the consensus technique. E. the compromise technique.

B

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. have less insight into the preferences and priorities of the other parties at the table. E. Research shows that parties who approached multiple issues simultaneously achieved all of the above.

B

During the information management phase, coordinators A. "patrol" the environment and bring in relevant external information that may be useful to the group. B. represent a formal link to some important constituency and help to acquire resources the group needs to continue to operate. C. provide a more formal link between the group members and the constituencies they represent. D. are specifically designated to keep some information inside the group and assure that there are no leaks or premature disclosures of key information or discussions. E. Coordinators accomplish all of the above. Accessibility

C

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. E. Negotiators will have to find satisfactory ways to explain modification of their positions.

C

There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. One of those listed below is not a correct statement. Which one? A. There are simply more parties involved in the negotiation. B. More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed. C. When negotiations become socially more complex, the social norms emerge that affect member participation, which reduces the stronger pressures to conform and suppress disagreement. D. As the negotiations become procedurally more complex, the parties may have to negotiate a new process that allows them to coordinate their actions more effectively. E. As the negotiations become more strategically complex, the parties must monitor the moves and actions of several other parties in determining what each will do next.

C

Which of the following questions should not be asked as part of the requirements for building a relationship in the connect model? A. Can we agree to have a constructive conversation? B. Can our conversation be productive enough to make a difference? C. Can we restructure the agreement to include the original issue? D. Can we all commit to making improvements? E. Can we understand and appreciate each other's perspective?

C

the amount of information or number of transactions that pass through a node. Research shows that being in the center of information flows is important to promotion

Centrality

Aspects of network structure that determine power include:

Centrality Criticality and relevance Flexibility Visibility Membership in a coalition

____________ of multiparty negotiations must be sensitive to keeping tight control over the group process while not directly affecting the group's outcome.

Chairpersons

An organizational source of power, ability to punish others for not doing what needs to be done

Coercive

Ideologies about power

Cognitive orientation

how important is your job? Highly motivated employees want to find jobs that are of critical importance so they can get the visibility necessary for promotion

Criticality and relevance

Considering the many attributes of an effective group, under which one of the following would you find a need to fully explain or define key words or language that may be part of the agreement? A. Test assumptions and inferences. B. Focus on interests, not positions. C. Disagree openly with any member of the group. D. Agree on the meaning of important words. E. Keep the discussion focused.

D

In the Connect Model and the Requirements for Building a Relationship, what does the "t" stand for? A. Toss it! B. Try it! C. Time it! D. Track it! E. Trash it!

D

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others. The issue about participants can be decided by asking which of the following questions? A. Whose presence is likely to keep other parties from achieving their objectives? B. Whose presence is likely to help other parties achieve their objectives? C. Who could spoil the deal if they were excluded? D. All of the above questions can help decide who to recognize. E. None of the above questions will help determine inclusion/exclusion.

D

The prenegotiation phase of multilateral negotiations A. is when the parties are employing decision rules and criteria. B. manages the group process and outcome. C. is when the chair is appointed. D. is characterized by a great deal of informal contact among the parties. E. All of the above characterize the prenegotiation phase of multilateral negotiations

D

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. E. All of the above are the result of procedural complexity in multiparty negotiations.

D

When a group wants to achieve a consensus or unanimous decision, the responsibility of the chair is to be constantly attentive to the group process. Identify which of the pointers below for how to chair a multiparty negotiation effectively is not correct. A. Explicitly describe the role you will take as chair. Assure individual members that they will have an opportunity to make opening statements or other ways of placing their individual concerns and issues on the table. B. Introduce the agenda or build one based on the group's issues, concerns, and priorities. Be an active gatekeeper. C. Make logistical arrangements that will help the negotiation process. Listen for interests and commonalities. D. Introduce external information or let the parties suggest them to distract. Introduce internal information that will help illuminate the issues and interests. E. Create or review decision standards and rules. Summarize frequently, particularly when conversation becomes stalled, confused, or tense.

D

Orientation to cooperation/competition

Disposition and Skills

Multiparty negotiations differ from two-party deliberations in which of the following ways? A. Multiparty negotiations have more negotiators at the table. 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. E. All of the above statements about multiparty negotiations are true.

E

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 more complex. C. the negotiation situation tends to become more demanding. D. there will be more values, interests, and perceptions to be integrated or accommodated. E. All of the above are fundamental consequences of increasing the number of parties in a negotiation.

E

A personal source of power, derived from having unique, in-depth information about a subject

Expert Power

Personal Sources of Power

Expert, Referent

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

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 multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower-quality agreements.

FALSE

Individualistically motivated parties in multiparty negotiations are more trusting and engage in less argumentation.

FALSE

It is uncommon for coalitions to exist before negotiations begin.

FALSE

There are no techniques that can be used to manage multiparty negotiation effectively.

FALSE

When a team negotiates against a solo negotiator, these positive benefits of team negotiation do not occur.

FALSE

the degree to which the key individual can exercise discretion (gatekeeper)

Flexibility

How parties view their goals Cooperative goals tend to use the "power with" orientation I will use power to work together Competitive goals tend to use the "power over" orientation (use your power to maximize your own goals at the expense of others. Dominate

Goal Interdependance

Power based on relationships

Goal interdependance, Referent Power, Networks

_____ is the most common source of power

Information

An organizational source of power, derived from holding an office or formal title and using the powers associated with that office.

Legitimate

Two major sources of power in an organization:

Legitimate power which is grounded in the title, duties, and responsibilities of a job description and "level" within an organization hierarchy Power based on the control of resources associated with that position Legitimate power is derived from occupying a particular job, office, or position in an organizational hierarchy Power resides in the title and responsibilities of the job itself and the "legitimacy" of the office holder Legitimate power is the foundation of our social structure and may be acquired by birth, election or appointment or promotion

Organizational Sources of Power

Legititmate, Reward, Coercive

Membership in a coalition—coalitions often act together so friends in the coalition may have access to information or be able to help you meet expectations

Membership in a coalition

Most important resources are

Money (V Important) Supplies Human capital (V Important) Time Equipment Critical services Interpersonal support

Philosophical orientation to power use

Moral Orientation

Specific motives to use power Take care of people or take advantage

Motivational Orientation

The overall set of relationships within a social system

Network Structure

Power is derived from whatever flows through that particular location in the structure (usually information and resources). Even without a lofty position or title individuals can become powerful because of the way their actions and responsibilities are embedded in the flows of information. Gate Keeper

Networks

Dealing with Others Who Have More Power

Never do an all-or-nothing deal (If Walmart is your only customer you run the risk of being totally controlled ) Make the other party smaller(Try to establish multiple relationships which makes any one group smaller) Make yourself bigger(Build coalitions with other low power players) Build momentum through doing deals in sequence (Early deals can build or strengthen a relationship with a high power party) Use the power of competition to leverage power(If you have something to offer, offer it to more than one party to get them to compete against each other) Constrain yourself (Limit the ways you can do business, this can backfire and drive away potential customers) Good information is always a source of power (Search for information that strengthens your position) Ask many questions to gain more information (Ask diagnostic questions showing your willingness to cooperate) Do what you can to manage the process (Even though you are dealing with someone with more power, you can try to have some control in the process (time, agenda, location) which might help you with the outcome.)

People who believe differently about how power should be used

Personal Orientation

belief that power is distributed relatively equally across various groups, these groups compete and bargain for a share of the evolving balance of power (common to many liberal democrats).

Pluralist

Power used to dominate and control the other-

Power Over

Power used to work together with the other

Power With

People who control resources have the capacity to give them to someone who will do what they want, and withhold them (or take them away) from someone who doesn't do what they want.

Power based on resource control

belief that society is in a constant clash of social, political, and class interests, power is inherently and structurally imbalanced (common view to Marxist cultures)

Radical

A personal source of power, derived from the respect or admiration one commands because of attributes like personality, integrity, interpersonal style, etc.

Referent Power

Based on an appeal to common experiences, common past, common fate, or membership in the same groups.

Referent Power

An organizational source of power, ability to reward others for their actions

Reward

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

Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships.

TRUE

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.

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

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

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

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

Seeking Power in a Negotiation arises from one of two perceptions

The negotiator believes he or she currently has less power than the other party. The negotiator believes he or she needs more power than the other party.

The resource that passes along the tie with the other person

Tie Content

An indication of the strength or quality of relationships with others

Tie Strength

Key Aspects of networks

Tie Strength, Tie content, Network Structure

Unitary—believes that society is an integrated whole and the interests of individuals and society are one. Unitary—common to many communal societies and cultures i.e., Bernie Sanders

Unitary

Three types of ideological frames under cognitive orientation

Unitary, Radical, Pluralist

Visibility—how visible is the job to others in the organization

Visibility

Negotiators in a multiparty negotiation can explicitly engage in ____________ building as a way to marshal support.

coalition

In multiparty negotiations, multiple parties are negotiating together to achieve a ____________ objective or group consensus.

collective

Some negotiators use tactics designed to create power differences as a way to gain advantage or to block the other party's power moves, which can lead to a ________ or ___________.

competitive or distributive relationship.

Most commonly negotiators employ Tactics designed to gain power equalization as a way to level the playing field, which minimizes either side's ability to dominate the negotiation, which should lead to a_________,______,_____.

compromising, collaborative, integrative agreement

Differences are what make multiparty negotiations more complex, challenging, and ____________ to manage.

difficult

During the information management phase of multiparty negotiations, ____________ norms reflect the way the group engages in sharing and evaluating the information that is introduced.

discussion

The drawback, of course, is that many group members may be satisfied with the first solutioneither because it already incorporates their views or because the difficulty of achieving it may sap their ____________ for exerting any time and energy to improve it.

enthusiasm

Multiparty negotiations have more ____________ at the table.

negotiators

Multiparty negotiations can be greatly facilitated by the presence of a ____________ chairperson.

neutral

In ________________________ technique, after a brainstormed list of solution options is created, group members rank, rate or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

nominal group

Many complex international negotiations give a great deal of time to the question of who will be ____________ and who can speak for others.

recognized

Polzer, Mannix and Neale argue that ____________ are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

relationships

During the information management phase of multiparty negotiations, ____________ "patrol" the environment and bring in relevant external information that may be useful to the group.

scouts

The chairman should listen for the emergence of the "_____________ coalition" among key members.

snowballing

In a competitive negotiation, parties are likely to use information ____________ - sharing very little with other parties, while attempting to gain much information from others.

strategically

Remember that the person who does the ____________ often has more power than others, because he or she gets to ____________ the agreement in his or her own language and may bias or selectively remember some points and omit others.

writing;write