Question 1

Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behaviour.

Accepted Answer

A) True 
 B)False

Question 2

Research on negotiator perception and cognition indicates that:

Accepted Answer

A)  People tend to view the world in an others-serving manner. 
B)  Few people are truly altruistic. 
C)  People are largely irrational decision makers. 
D)  People define a "fair" outcome or process in a way that benefits others. 
E)  People tend to view the world in a self-serving manner. 
A)  People tend to view the world in an others-serving manner. 
B)  Few people are truly altruistic. 
C)  People are largely irrational decision makers. 
D)  People define a "fair" outcome or process in a way that benefits others. 
E)  People tend to view the world in a self-serving manner.

Question 3

Often negotiators do not learn what intangible factors are influencing the other negotiator unless the other chooses to disclose them.

Accepted Answer

A) True 
 B)False

Question 4

Distributive skills are called for in the value claiming stage.

Accepted Answer

A) True 
 B)False

Question 5

Typically, the value stage will precede the value stage

Accepted Answer

A)  integration; distribution 
B)  creation; claiming 
C)  claiming; creation 
D)  creation; balancing 
E)  paradox; balancing 
A)  integration; distribution 
B)  creation; claiming 
C)  claiming; creation 
D)  creation; balancing 
E)  paradox; balancing

Question 6

Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

Accepted Answer

A) True 
 B)False

Question 7

Give examples of intangibles in negotiation.

Accepted Answer

Intangibles in negotiation inc

Question 8

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

Question 9

In most situations, one side of the negotiation typically holds the keys to what is absolutely right, rational, or fair.

Accepted Answer

A) True 
 B)False

Question 10

Intangibles frequently affect negotiation in a negative way.

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

Negotiators without a strong BATNA are more likely to be forced to accept a settlement that is later seen as unsatisfying.

Accepted Answer

A) True 
 B)False

Question 15

The goal of most negotiations is reaching an agreement.

Accepted Answer

A) True 
 B)False

Question 16

When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

Accepted Answer

A) True 
 B)False

Question 17

The best way to identify the existence of intangible factors is to try to "see what is not there."

Accepted Answer

A) True 
 B)False

Question 18

One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.

Accepted Answer

A) True 
 B)False

Question 19

Strong negotiators are willing to walk away from a negotiation when no agreement is better than a poor agreement.

Accepted Answer

A) True 
 B)False

Question 20

At the top of the best practice list for every negotiator is:

Accepted Answer

A)  protecting your reputation. 
B)  managing coalitions. 
C)  remembering the intangibles. 
D)  preparation. 
E)  diagnosing the structure of the negotiation. 
A)  protecting your reputation. 
B)  managing coalitions. 
C)  remembering the intangibles. 
D)  preparation. 
E)  diagnosing the structure of the negotiation.

Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behaviour.

Research on negotiator perception and cognition indicates that:

Often negotiators do not learn what intangible factors are influencing the other negotiator unless the other chooses to disclose them.

Distributive skills are called for in the value claiming stage.

Typically, the value stage will precede the value stage

Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

Give examples of intangibles in negotiation.

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?

In most situations, one side of the negotiation typically holds the keys to what is absolutely right, rational, or fair.

Intangibles frequently affect negotiation in a negative way.

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

Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

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

Negotiators without a strong BATNA are more likely to be forced to accept a settlement that is later seen as unsatisfying.

The goal of most negotiations is reaching an agreement.

When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

The best way to identify the existence of intangible factors is to try to "see what is not there."

One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.

Strong negotiators are willing to walk away from a negotiation when no agreement is better than a poor agreement.

At the top of the best practice list for every negotiator is:

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

Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behaviour.

Research on negotiator perception and cognition indicates that:

Often negotiators do not learn what intangible factors are influencing the other negotiator unless the other chooses to disclose them.

Distributive skills are called for in the value claiming stage.

Typically, the value stage will precede the value stage

Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

Give examples of intangibles in negotiation.

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?

In most situations, one side of the negotiation typically holds the keys to what is absolutely right, rational, or fair.

Intangibles frequently affect negotiation in a negative way.

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

Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

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

Negotiators without a strong BATNA are more likely to be forced to accept a settlement that is later seen as unsatisfying.

The goal of most negotiations is reaching an agreement.

When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

The best way to identify the existence of intangible factors is to try to "see what is not there."

One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.

Strong negotiators are willing to walk away from a negotiation when no agreement is better than a poor agreement.

At the top of the best practice list for every negotiator is:

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