Question 1

Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices?

Accepted Answer

A)  Remember the intangibles 
B)  Actively manage coalitions 
C)  Savour and protect your reputation 
D)  Remember that rationality and fairness is relative 
E)  Master the key paradoxes 
A)  Remember the intangibles 
B)  Actively manage coalitions 
C)  Savour and protect your reputation 
D)  Remember that rationality and fairness is relative 
E)  Master the key paradoxes

Question 2

Negotiation is not an ongoing process.

Accepted Answer

A) True 
 B)False

Question 3

Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a

Accepted Answer

A)  combative negotiation. 
B)  group negotiation. 
C)  cooperative negotiation. 
D)  creative negotiation. 
E)  a blend of both distributive and integrative negotiation. 
A)  combative negotiation. 
B)  group negotiation. 
C)  cooperative negotiation. 
D)  creative negotiation. 
E)  a blend of both distributive and integrative negotiation.

Question 4

Negotiators also need to remember that intangible factors influence their own behaviour (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).

Accepted Answer

A) True 
 B)False

Question 5

Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.

Accepted Answer

A) True 
 B)False

Question 6

Negotiators who are better prepared have numerous advantages.

Accepted Answer

A) True 
 B)False

Question 7

Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?

Accepted Answer

This is a challenging paradox for negoti

Question 8

For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.

Accepted Answer

A) True 
 B)False

Question 9

The best negotiators do not take time to analyze each negotiation after it has concluded.

Accepted Answer

A) True 
 B)False

Question 10

What often happens to negotiators without a strong BATNA?

Accepted Answer

A negotiator without a strong BATNA may

Question 11

Why is the BATNA an important source of power in a negotiation?

Accepted Answer

The best alternative to a nego

Question 12

Excellent negotiators understand that negotiation embodies a set of

Accepted Answer

A)  values. 
B)  alternatives. 
C)  paradoxes. 
D)  BATNAs. 
E)  principles. 
A)  values. 
B)  alternatives. 
C)  paradoxes. 
D)  BATNAs. 
E)  principles.

Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices?

Negotiation is not an ongoing process.

Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a

Negotiators also need to remember that intangible factors influence their own behaviour (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).

Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.

Negotiators who are better prepared have numerous advantages.

Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?

For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.

The best negotiators do not take time to analyze each negotiation after it has concluded.

What often happens to negotiators without a strong BATNA?

Why is the BATNA an important source of power in a negotiation?

Excellent negotiators understand that negotiation embodies a set of

The Nature of Negotiation

Strategy and Tactics of Distributive Bargaining

Strategy and Tactics of Integrative Negotiation

Negotiation: Planning and Strategy

Individual Differences: Know Yourself and Your Counterpart

Perception, Cognition, and Emotion

Communication Process and Outcomes

Negotiation Power and Persuasion

The Dynamics of Disputes and Third-Party Help

Confronting the Dark Side: Deception and Ethical Dilemmas

Multiparty, Coalitions, and Team Negotiations

Managing Difficult Negotiations

Filters

Exam 13: Best Practices in Negotiations

Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices?

Negotiation is not an ongoing process.

Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a

Negotiators also need to remember that intangible factors influence their own behaviour (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).

Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.

Negotiators who are better prepared have numerous advantages.

Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?

For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.

The best negotiators do not take time to analyze each negotiation after it has concluded.

What often happens to negotiators without a strong BATNA?

Why is the BATNA an important source of power in a negotiation?

Excellent negotiators understand that negotiation embodies a set of

The Nature of Negotiation

Strategy and Tactics of Distributive Bargaining

Strategy and Tactics of Integrative Negotiation

Negotiation: Planning and Strategy

Individual Differences: Know Yourself and Your Counterpart

Perception, Cognition, and Emotion

Communication Process and Outcomes

Negotiation Power and Persuasion

The Dynamics of Disputes and Third-Party Help

Confronting the Dark Side: Deception and Ethical Dilemmas

Multiparty, Coalitions, and Team Negotiations

Managing Difficult Negotiations

Filters