Question 1

What can negotiators do to shape and enhance with reputations?

Accepted Answer

Negotiators can work to shape and enhanc

Question 2

In the value creation stage, parties work together to expand the resources under negotiation.

Accepted Answer

A) True 
 B)False

Question 3

All negotiations have a value stage, where parties decide who gets how much of what.

Accepted Answer

A)  collaborating 
B)  comparison 
C)  claiming 
D)  coordinating 
E)  creating 
A)  collaborating 
B)  comparison 
C)  claiming 
D)  coordinating 
E)  creating

Question 4

How might the use of overly distributive tactics in a fundamentally integrative situation effect the outcome?

Accepted Answer

Using overly distributive tactics in a f

Question 5

Little preparation is needed to manage the "strategy versus opportunism" paradox.

Accepted Answer

A) True 
 B)False

Question 6

skills are useful in value creation.

Accepted Answer

A)  Integrative 
B)  Paradox 
C)  Distributive 
D)  Balancing 
E)  Both integrative and distributive 
A)  Integrative 
B)  Paradox 
C)  Distributive 
D)  Balancing 
E)  Both integrative and distributive

Question 7

Negotiators need to consciously work to:

Accepted Answer

A)  make their BATNA negative 
B)  improve their BATNA so as to improve the deal 
C)  lower their BATNA so as to achieve a deal 
D)  increase their BATNA to challenge more aggressive tactics from the other side 
E)  reduce their BATNA to avoid aggressive tactics from the other side 
A)  make their BATNA negative 
B)  improve their BATNA so as to improve the deal 
C)  lower their BATNA so as to achieve a deal 
D)  increase their BATNA to challenge more aggressive tactics from the other side 
E)  reduce their BATNA to avoid aggressive tactics from the other side

Question 8

Using overly distributive tactics in a fundamentally integrative situation will result in agreements that:

Accepted Answer

A)  are optimal for both parties 
B)  confuse both parties and result in stalemate 
C)  lead to an impasse 
D)  are suboptimal for both parties 
E)  leave integrative potential untapped 
A)  are optimal for both parties 
B)  confuse both parties and result in stalemate 
C)  lead to an impasse 
D)  are suboptimal for both parties 
E)  leave integrative potential untapped

Question 9

Negotiators can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Accepted Answer

A) True 
 B)False

Question 10

Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future.

Accepted Answer

A) True 
 B)False

Question 11

One of the most important sources of power in a negotiation is:

Accepted Answer

A)  the private conversations that transpire outside of the negotiation room. 
B)  the ability to force the low-power party to increase their BATNA 
C)  the failure of the other party to effectively transition between integrative and distributive phases 
D)  the alternatives available to a negotiator if an agreement is not reached. 
E)  the ability to use an integrative approach in a distributive situation. 
A)  the private conversations that transpire outside of the negotiation room. 
B)  the ability to force the low-power party to increase their BATNA 
C)  the failure of the other party to effectively transition between integrative and distributive phases 
D)  the alternatives available to a negotiator if an agreement is not reached. 
E)  the ability to use an integrative approach in a distributive situation.

Question 12

Negotiation is fundamentally a skill involving analysis and that everyone can learn.

Accepted Answer

A)  process 
B)  communication 
C)  preparation 
D)  cooperation 
E)  innovation 
A)  process 
B)  communication 
C)  preparation 
D)  cooperation 
E)  innovation

Question 13

Excellent negotiators understand that negotiation embodies a set of:

Accepted Answer

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

Question 14

Why is it important to understand that many negotiations will consist of a blend of integrative and distributive elements and that there will be distributive and integrative phases to these negotiations?

Accepted Answer

This is important, especially

Question 15

Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes for the negotiation in the higher power position.

Accepted Answer

A) True 
 B)False

Question 16

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 17

Why is communicating with a coalition critical?

Accepted Answer

Because when negotiators are p

Question 18

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 19

With a "divide and conquer" strategy, negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition.

Accepted Answer

A) True 
 B)False

Question 20

Why is it said that reputations are like eggs?

Accepted Answer

Reputations are like eggs-frag

What can negotiators do to shape and enhance with reputations?

In the value creation stage, parties work together to expand the resources under negotiation.

All negotiations have a value stage, where parties decide who gets how much of what.

How might the use of overly distributive tactics in a fundamentally integrative situation effect the outcome?

Little preparation is needed to manage the "strategy versus opportunism" paradox.

skills are useful in value creation.

Negotiators need to consciously work to:

Using overly distributive tactics in a fundamentally integrative situation will result in agreements that:

Negotiators can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future.

One of the most important sources of power in a negotiation is:

Negotiation is fundamentally a skill involving analysis and that everyone can learn.

Excellent negotiators understand that negotiation embodies a set of:

Why is it important to understand that many negotiations will consist of a blend of integrative and distributive elements and that there will be distributive and integrative phases to these negotiations?

Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes for the negotiation in the higher power position.

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).

Why is communicating with a coalition critical?

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

With a "divide and conquer" strategy, negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition.

Why is it said that reputations are like eggs?

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

What can negotiators do to shape and enhance with reputations?

In the value creation stage, parties work together to expand the resources under negotiation.

All negotiations have a value stage, where parties decide who gets how much of what.

How might the use of overly distributive tactics in a fundamentally integrative situation effect the outcome?

Little preparation is needed to manage the "strategy versus opportunism" paradox.

skills are useful in value creation.

Negotiators need to consciously work to:

Using overly distributive tactics in a fundamentally integrative situation will result in agreements that:

Negotiators can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future.

One of the most important sources of power in a negotiation is:

Negotiation is fundamentally a skill involving analysis and that everyone can learn.

Excellent negotiators understand that negotiation embodies a set of:

Why is it important to understand that many negotiations will consist of a blend of integrative and distributive elements and that there will be distributive and integrative phases to these negotiations?

Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes for the negotiation in the higher power position.

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).

Why is communicating with a coalition critical?

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

With a "divide and conquer" strategy, negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition.

Why is it said that reputations are like eggs?

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