Question 1

Typically, the value claiming stage will precede the value creation stage.

Accepted Answer

A) True 
 B)False  False

Question 2

The best negotiators:

Accepted Answer

A)  never use distributive tactics 
B)  always use integrative tactics 
C)  never use integrative tactics 
D)  continue to learn from the experience 
E)  always win 
A)  never use distributive tactics 
B)  always use integrative tactics 
C)  never use integrative tactics 
D)  continue to learn from the experience 
E)  always win D

Question 3

Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

Accepted Answer

A) True 
 B)False  True

Question 4

When the difference between your terms and the other negotiator's BATNA is small, then negotiators have more room to manoeuvre.

Accepted Answer

A) True 
 B)False

Question 5

At the root of many intangibles are:

Accepted Answer

A)  expectations 
B)  hidden agendas 
C)  suppositions 
D)  strong emotions and/or values 
E)  aggressive behaviours 
A)  expectations 
B)  hidden agendas 
C)  suppositions 
D)  strong emotions and/or values 
E)  aggressive behaviours

Question 6

While negotiations do follow broad stages, they also ebb and flow at consistent rates.

Accepted Answer

A) True 
 B)False

Question 7

Why is preparation so important for negotiators?

Accepted Answer

Negotiators who are better prepared have

Question 8

Negotiators should choose their strategies and tactics based on whether they are facing a distributive negotiation, an integrative negotiation, or a blend of the two.

Accepted Answer

A) True 
 B)False

Question 9

provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

Accepted Answer

A)  Attitude 
B)  Assertiveness 
C)  Fairness 
D)  Principles 
E)  Consistency 
A)  Attitude 
B)  Assertiveness 
C)  Fairness 
D)  Principles 
E)  Consistency

Question 10

Negotiators have more power in a negotiation when their potential terms of agreement are:

Accepted Answer

A)  significantly better than what the other negotiator can obtain with his or her BATNA 
B)  unrelated to the other negotiator's BATNA 
C)  marginally lower than what the other negotiator can obtain with his or her BATNA 
D)  suboptimal for the other negotiator 
E)  unrelated to the other negotiator's true BATNA 
A)  significantly better than what the other negotiator can obtain with his or her BATNA 
B)  unrelated to the other negotiator's BATNA 
C)  marginally lower than what the other negotiator can obtain with his or her BATNA 
D)  suboptimal for the other negotiator 
E)  unrelated to the other negotiator's true BATNA

Question 11

Negotiator reputation is generally left to chance; negotiators can do very little to shape and enhance their reputation.

Accepted Answer

A) True 
 B)False

Question 12

Negotiation is an integral part of daily life and the opportunities to negotiate surround us.

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

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

Question 14

Negotiators who take the time to pause and reflect on their negotiations will find that they will have trouble remaining sharp and focused for their future negotiations.

Accepted Answer

A) True 
 B)False

Question 15

In any negotiation situation the BATNA is the most optimal outcome.

Accepted Answer

A) True 
 B)False

Question 16

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 17

Negotiators who are better prepared have numerous advantages.

Accepted Answer

A) True 
 B)False

Question 18

Research suggests that too much knowledge about the other party's needs can lead to a:

Accepted Answer

A)  dilemma of honesty 
B)  quick and positive outcome 
C)  groundwork for agreement 
D)  suboptimal negotiation outcome 
E)  negative effect on your reputation 
A)  dilemma of honesty 
B)  quick and positive outcome 
C)  groundwork for agreement 
D)  suboptimal negotiation outcome 
E)  negative effect on your reputation

Question 19

Strong negotiators are aware of how both tangible and intangible factors influence negotiation, and they weigh both factors when evaluating a negotiation outcome.

Accepted Answer

A) True 
 B)False

Question 20

Consistency and fairness are two essential ingredients in forming a good reputation.

Accepted Answer

A) True 
 B)False

Typically, the value claiming stage will precede the value creation stage.

The best negotiators:

Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

When the difference between your terms and the other negotiator's BATNA is small, then negotiators have more room to manoeuvre.

At the root of many intangibles are:

While negotiations do follow broad stages, they also ebb and flow at consistent rates.

Why is preparation so important for negotiators?

Negotiators should choose their strategies and tactics based on whether they are facing a distributive negotiation, an integrative negotiation, or a blend of the two.

provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

Negotiators have more power in a negotiation when their potential terms of agreement are:

Negotiator reputation is generally left to chance; negotiators can do very little to shape and enhance their reputation.

Negotiation is an integral part of daily life and the opportunities to negotiate surround us.

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

Negotiators who take the time to pause and reflect on their negotiations will find that they will have trouble remaining sharp and focused for their future negotiations.

In any negotiation situation the BATNA is the most optimal outcome.

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

Negotiators who are better prepared have numerous advantages.

Research suggests that too much knowledge about the other party's needs can lead to a:

Strong negotiators are aware of how both tangible and intangible factors influence negotiation, and they weigh both factors when evaluating a negotiation outcome.

Consistency and fairness are two essential ingredients in forming a good reputation.

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 and Team Negotiations

Managing Difficult Negotiations

International and Cross-Cultural Negotiation

Filters

Exam 14: Best Practices in Negotiations

Typically, the value claiming stage will precede the value creation stage.

The best negotiators:

Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

When the difference between your terms and the other negotiator's BATNA is small, then negotiators have more room to manoeuvre.

At the root of many intangibles are:

While negotiations do follow broad stages, they also ebb and flow at consistent rates.

Why is preparation so important for negotiators?

Negotiators should choose their strategies and tactics based on whether they are facing a distributive negotiation, an integrative negotiation, or a blend of the two.

provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

Negotiators have more power in a negotiation when their potential terms of agreement are:

Negotiator reputation is generally left to chance; negotiators can do very little to shape and enhance their reputation.

Negotiation is an integral part of daily life and the opportunities to negotiate surround us.

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

Negotiators who take the time to pause and reflect on their negotiations will find that they will have trouble remaining sharp and focused for their future negotiations.

In any negotiation situation the BATNA is the most optimal outcome.

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

Negotiators who are better prepared have numerous advantages.

Research suggests that too much knowledge about the other party's needs can lead to a:

Strong negotiators are aware of how both tangible and intangible factors influence negotiation, and they weigh both factors when evaluating a negotiation outcome.

Consistency and fairness are two essential ingredients in forming a good reputation.

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 and Team Negotiations

Managing Difficult Negotiations

International and Cross-Cultural Negotiation

Filters