Question 1

Why is "expanding the pie" an effective way of negotiating collaboratively?

Accepted Answer

A)  It threatens both parties into giving up their piece of the pie. 
B)  Someone is always "hungrier." 
C)  It attempts to expand scarce resources available, altering the conflict structure. 
D)  People become more entrenched in their "positions." 
E)  The playing field is "leveled." 
A)  It threatens both parties into giving up their piece of the pie. 
B)  Someone is always "hungrier." 
C)  It attempts to expand scarce resources available, altering the conflict structure. 
D)  People become more entrenched in their "positions." 
E)  The playing field is "leveled." C

Question 2

Which of the following is a disadvantage of collaborative bargaining?

Accepted Answer

A)  The bias toward cooperation may result in internal pressure to compromise when you don't really want to. 
B)  It can avoid confrontation. 
C)  There is an increased vulnerability to deception and manipulation by a competitive opponent. 
D)  It requires substantial process knowledge and skill to be effective. 
E)  All are potential disadvantages of collaborative bargaining. 
A)  The bias toward cooperation may result in internal pressure to compromise when you don't really want to. 
B)  It can avoid confrontation. 
C)  There is an increased vulnerability to deception and manipulation by a competitive opponent. 
D)  It requires substantial process knowledge and skill to be effective. 
E)  All are potential disadvantages of collaborative bargaining. E

Question 3

Which of the following statements is about assessing interests in negations?

Accepted Answer

A)  If you don't ask what the other's interests are, you are likely to be off base. 
B)  Parties in conflict often assume they know the interests of the other. 
C)  Taking a firm position suggests several interests typically underlie it. 
D)  Parties always have multiple interests. 
E)  Relational and identity issues are rarely part of the positions. 
A)  If you don't ask what the other's interests are, you are likely to be off base. 
B)  Parties in conflict often assume they know the interests of the other. 
C)  Taking a firm position suggests several interests typically underlie it. 
D)  Parties always have multiple interests. 
E)  Relational and identity issues are rarely part of the positions. E

Question 4

Collaborative conflict management requires:

Accepted Answer

A)  one person to give up his/her needs. 
B)  one person to have more power than the other. 
C)  both people give up something important. 
D)  too much time to be effective. 
E)  all parties to give their best communication efforts. 
A)  one person to give up his/her needs. 
B)  one person to have more power than the other. 
C)  both people give up something important. 
D)  too much time to be effective. 
E)  all parties to give their best communication efforts.

Question 5

All of the following are assumptions about collaborative negotiation EXCEPT?

Accepted Answer

A)  Common interests are valued and sought. 
B)  Interdependence is recognized and enhanced. 
C)  Limited resources do not exist. 
D)  The goal is a mutually agreeable solution that is fair to all. 
E)  The negotiating world is controlled by enlightened self interest. 
A)  Common interests are valued and sought. 
B)  Interdependence is recognized and enhanced. 
C)  Limited resources do not exist. 
D)  The goal is a mutually agreeable solution that is fair to all. 
E)  The negotiating world is controlled by enlightened self interest.

Question 6

Briefly describe and give a "real life" example of the XYZ skill in a real or hypothetical situation.

Accepted Answer

Sure, I'd be happy to help wit

Question 7

Negotiating conflict only involves labor and management in work settings, not personal situations.

Accepted Answer

A) True 
 B)False

Question 8

Your down-coat company is having an unusually large amount of business due to an extremely cold winter. Your boss expects you to keep up with your work, but won't allow overtime, due to cost-cutting throughout the company. You suggest that they hire another person, although you realize the large volume of business is temporary. When you discuss this with your boss, you both decide that your boss can help you temporarily, thus finding an inexpensive solution to your problem. This is an example of which communication pattern?

Accepted Answer

A)  logrolling 
B)  cost cutting 
C)  bridging 
D)  compromising 
E)  competing 
A)  logrolling 
B)  cost cutting 
C)  bridging 
D)  compromising 
E)  competing

Question 9

The assumption competitive negotiators take is generally "win-lose."

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is NOT of competitive bargainers?

Accepted Answer

A)  They will make high opening demands and concede slowly. 
B)  They will recognize and enhance interdependence. 
C)  They will exaggerate the value of concessions that are offered. 
D)  They will try to resist persuasion on issues. 
E)  Competitive bargainers will do all of the above. 
A)  They will make high opening demands and concede slowly. 
B)  They will recognize and enhance interdependence. 
C)  They will exaggerate the value of concessions that are offered. 
D)  They will try to resist persuasion on issues. 
E)  Competitive bargainers will do all of the above.

Question 11

How does a person move from competitive to collaborative negotiations? What might you do if you take a collaborative stance and the other takes a competitive stance?

Accepted Answer

Moving from competitive to collaborative

Question 12

Making high demands and conceding slowly are patterns of a collaborative bargaining approach.

Accepted Answer

A) True 
 B)False

Question 13

Distributive (competitive) bargaining focuses more on persuasion than a collaborative approach.

Accepted Answer

A) True 
 B)False

Question 14

Briefly describe a recent conflict. Discuss how upholding Fisher and Ury's four principles may have resulted in a more productive management of that conflict. Be sure to identify and explain each principle in your answer.

Accepted Answer

A recent conflict that comes to mind is

Question 15

A "distributive" bargainer is generally not concerned about the future relationship with the other party.

Accepted Answer

A) True 
 B)False

Question 16

Giving more power to one party is an effective way of managing power in a collaborative approach to negotiation.

Accepted Answer

A) True 
 B)False

Question 17

In a conflict spectrum, negotiation is between which of the following two poles?

Accepted Answer

A)  Conflict and Resolution 
B)  Accommodation and Collaboration 
C)  Avoidance and Domination 
D)  Bargaining and Goal-attainment 
E)  Mediation and Arbitration 
A)  Conflict and Resolution 
B)  Accommodation and Collaboration 
C)  Avoidance and Domination 
D)  Bargaining and Goal-attainment 
E)  Mediation and Arbitration

Question 18

According to Hocker and Wilmot, parties can disagree without being "disagreeable."

Accepted Answer

A) True 
 B)False

Question 19

According to Hocker and Wilmot, negotiating involves "active engagement," not avoidance.

Accepted Answer

A) True 
 B)False

Question 20

Recount a recent public conflict and identify the ways in which parties used destructive strategies in an attempt to equalize or at least come close to balancing power.

Accepted Answer

One recent public conflict that comes to

Why is "expanding the pie" an effective way of negotiating collaboratively?

Which of the following is a disadvantage of collaborative bargaining?

Which of the following statements is about assessing interests in negations?

Collaborative conflict management requires:

All of the following are assumptions about collaborative negotiation EXCEPT?

Briefly describe and give a "real life" example of the XYZ skill in a real or hypothetical situation.

Negotiating conflict only involves labor and management in work settings, not personal situations.

The assumption competitive negotiators take is generally "win-lose."

Which of the following is NOT of competitive bargainers?

How does a person move from competitive to collaborative negotiations? What might you do if you take a collaborative stance and the other takes a competitive stance?

Making high demands and conceding slowly are patterns of a collaborative bargaining approach.

Distributive (competitive) bargaining focuses more on persuasion than a collaborative approach.

Briefly describe a recent conflict. Discuss how upholding Fisher and Ury's four principles may have resulted in a more productive management of that conflict. Be sure to identify and explain each principle in your answer.

A "distributive" bargainer is generally not concerned about the future relationship with the other party.

Giving more power to one party is an effective way of managing power in a collaborative approach to negotiation.

In a conflict spectrum, negotiation is between which of the following two poles?

According to Hocker and Wilmot, parties can disagree without being "disagreeable."

According to Hocker and Wilmot, negotiating involves "active engagement," not avoidance.

Recount a recent public conflict and identify the ways in which parties used destructive strategies in an attempt to equalize or at least come close to balancing power.

The Nature of Conflict

Perspectives on Conflict

Interests and Goals

Power: the Structure of Conflict

Styles

Emotions in Conflict

Analyzing Your Conflicts

Third-Party Intervention

The Practice of Forgiveness and Reconciliation

Filters

Exam 8: Interpersonal Negotiation

Why is "expanding the pie" an effective way of negotiating collaboratively?

Which of the following is a disadvantage of collaborative bargaining?

Which of the following statements is about assessing interests in negations?

Collaborative conflict management requires:

All of the following are assumptions about collaborative negotiation EXCEPT?

Briefly describe and give a "real life" example of the XYZ skill in a real or hypothetical situation.

Negotiating conflict only involves labor and management in work settings, not personal situations.

The assumption competitive negotiators take is generally "win-lose."

Which of the following is NOT of competitive bargainers?

How does a person move from competitive to collaborative negotiations? What might you do if you take a collaborative stance and the other takes a competitive stance?

Making high demands and conceding slowly are patterns of a collaborative bargaining approach.

Distributive (competitive) bargaining focuses more on persuasion than a collaborative approach.

Briefly describe a recent conflict. Discuss how upholding Fisher and Ury's four principles may have resulted in a more productive management of that conflict. Be sure to identify and explain each principle in your answer.

A "distributive" bargainer is generally not concerned about the future relationship with the other party.

Giving more power to one party is an effective way of managing power in a collaborative approach to negotiation.

In a conflict spectrum, negotiation is between which of the following two poles?

According to Hocker and Wilmot, parties can disagree without being "disagreeable."

According to Hocker and Wilmot, negotiating involves "active engagement," not avoidance.

Recount a recent public conflict and identify the ways in which parties used destructive strategies in an attempt to equalize or at least come close to balancing power.

The Nature of Conflict

Perspectives on Conflict

Interests and Goals

Power: the Structure of Conflict

Styles

Emotions in Conflict

Analyzing Your Conflicts

Third-Party Intervention

The Practice of Forgiveness and Reconciliation

Filters