Question 1

The use of an agenda should be avoided as a tool to control the flow and direction of a negotiation.

Accepted Answer

A) True 
 B)False  False

Question 2

In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement and hostilities.

Accepted Answer

A) True 
 B)False  False

Question 3

Describe what is meant by group polarization in the context of negotiation teams.

Accepted Answer

Researchers have known for a long time that groups tend take more extreme positions and make more extreme choices than individuals acting alone. Research on group polarization suggests that when things go bad in negotiations, they are likely to be worse in a team.

Question 4

The differences in multiparty negotiations make them more complex, but easier to manage.

Accepted Answer

A) True 
 B)False

Question 5

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

Accepted Answer

A)  Negotiators can explicitly engage in coalition-building as a way to marshal support. 
B)  Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation. 
C)  Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically. 
D)  Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough. 
A)  Negotiators can explicitly engage in coalition-building as a way to marshal support. 
B)  Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation. 
C)  Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically. 
D)  Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough.

Question 6

Multiparty negotiations differ from two-party deliberations in all of the following ways, except:

Accepted Answer

A)  Multiparty negotiations have fewer negotiators at the table. 
B)  The process for multiparty negotiators is less complex than two-party negotiations. 
C)  More issues and more information are introduced than when two parties negotiate. 
D)  The environment changes from a small-group discussion to a one-on-one dialogue. 
A)  Multiparty negotiations have fewer negotiators at the table. 
B)  The process for multiparty negotiators is less complex than two-party negotiations. 
C)  More issues and more information are introduced than when two parties negotiate. 
D)  The environment changes from a small-group discussion to a one-on-one dialogue.

Question 7

Define "multiparty negotiation."

Accepted Answer

A negotiation where

Question 8

The pre-negotiation phase of multilateral negotiations:

Accepted Answer

A)  is when the chair is appointed. 
B)  is characterized by lots of informal contact among the parties. 
C)  is when the parties are employing decision rules and criteria. 
D)  manages the group process and outcome. 
A)  is when the chair is appointed. 
B)  is characterized by lots of informal contact among the parties. 
C)  is when the parties are employing decision rules and criteria. 
D)  manages the group process and outcome.

Question 9

How does stereotyping affect negotiations?

Accepted Answer

It leads to negotiation behavi

Question 10

In multiparty negotiations, conflict with the other side will often escalate to more extreme levels in teams.

Accepted Answer

A) True 
 B)False

Question 11

In the Delphi technique, after a brainstormed list of solution options is created, group members rank, rate, or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

Accepted Answer

A) True 
 B)False

Question 12

A member of the negotiation team who understands negotiation dynamics, such as distributive and integrative bargaining, is said to have:

Accepted Answer

A)  personal expertise 
B)  technical expertise 
C)  negotiation expertise 
D)  authentic expertise 
A)  personal expertise 
B)  technical expertise 
C)  negotiation expertise 
D)  authentic expertise

Question 13

Relationships are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

Accepted Answer

A) True 
 B)False

Question 14

There are three types of expertise, negotiation expertise, technical expertise, and individual skills.

Accepted Answer

A) True 
 B)False

Question 15

Many complex international negotiations spend a great deal of time determining who will be recognized and who can speak for others.

Accepted Answer

A) True 
 B)False

Question 16

What is the major fundamental consequence of increasing the number of parties in the negotiation situation?

Accepted Answer

The situation become

Question 17

What is the major risk for those outside an influential coalition?

Accepted Answer

Negotiators who are excluded f

Question 18

A member of the negotiation team who can reduce the likelihood that the team will fail to communicate and establish rapport with the other side is said to have:

Accepted Answer

A)  technical expertise 
B)  authentic expertise 
C)  negotiation expertise 
D)  interpersonal expertise 
A)  technical expertise 
B)  authentic expertise 
C)  negotiation expertise 
D)  interpersonal expertise

Question 19

Negotiators who are excluded from part of a multiparty negotiation often receive a larger share of the outcome than those who are present for the duration.

Accepted Answer

A) True 
 B)False

Question 20

When we hold negative views about the other side, based solely on their affiliations, we are guilty of "snowballing."

Accepted Answer

A) True 
 B)False

The use of an agenda should be avoided as a tool to control the flow and direction of a negotiation.

In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement and hostilities.

Describe what is meant by group polarization in the context of negotiation teams.

The differences in multiparty negotiations make them more complex, but easier to manage.

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

Multiparty negotiations differ from two-party deliberations in all of the following ways, except:

Define "multiparty negotiation."

The pre-negotiation phase of multilateral negotiations:

How does stereotyping affect negotiations?

In multiparty negotiations, conflict with the other side will often escalate to more extreme levels in teams.

In the Delphi technique, after a brainstormed list of solution options is created, group members rank, rate, or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

A member of the negotiation team who understands negotiation dynamics, such as distributive and integrative bargaining, is said to have:

Relationships are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

There are three types of expertise, negotiation expertise, technical expertise, and individual skills.

Many complex international negotiations spend a great deal of time determining who will be recognized and who can speak for others.

What is the major fundamental consequence of increasing the number of parties in the negotiation situation?

What is the major risk for those outside an influential coalition?

A member of the negotiation team who can reduce the likelihood that the team will fail to communicate and establish rapport with the other side is said to have:

Negotiators who are excluded from part of a multiparty negotiation often receive a larger share of the outcome than those who are present for the duration.

When we hold negative views about the other side, based solely on their affiliations, we are guilty of "snowballing."

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

Managing Difficult Negotiations

International and Cross-Cultural Negotiation

Best Practices in Negotiations

Filters

Exam 11: Multiparty and Team Negotiations

The use of an agenda should be avoided as a tool to control the flow and direction of a negotiation.

In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement and hostilities.

Describe what is meant by group polarization in the context of negotiation teams.

The differences in multiparty negotiations make them more complex, but easier to manage.

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

Multiparty negotiations differ from two-party deliberations in all of the following ways, except:

Define "multiparty negotiation."

The pre-negotiation phase of multilateral negotiations:

How does stereotyping affect negotiations?

In multiparty negotiations, conflict with the other side will often escalate to more extreme levels in teams.

In the Delphi technique, after a brainstormed list of solution options is created, group members rank, rate, or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

A member of the negotiation team who understands negotiation dynamics, such as distributive and integrative bargaining, is said to have:

Relationships are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

There are three types of expertise, negotiation expertise, technical expertise, and individual skills.

Many complex international negotiations spend a great deal of time determining who will be recognized and who can speak for others.

What is the major fundamental consequence of increasing the number of parties in the negotiation situation?

What is the major risk for those outside an influential coalition?

A member of the negotiation team who can reduce the likelihood that the team will fail to communicate and establish rapport with the other side is said to have:

Negotiators who are excluded from part of a multiparty negotiation often receive a larger share of the outcome than those who are present for the duration.

When we hold negative views about the other side, based solely on their affiliations, we are guilty of "snowballing."

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

Managing Difficult Negotiations

International and Cross-Cultural Negotiation

Best Practices in Negotiations

Filters