Question 1

Why is it important for goals to be concrete, specific and measurable?

Accepted Answer

The less concrete and measurable they ar

Question 2

Define goal.

Accepted Answer

A goal is a specific

Question 3

A selling point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Accepted Answer

A) True 
 B)False

Question 4

Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

Accepted Answer

A) True 
 B)False

Question 5

The decision to negotiate is closely related to the desirability of available alternatives.

Accepted Answer

A) True 
 B)False

Question 6

Limits are the points where you decide that you should stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Accepted Answer

A) True 
 B)False

Question 7

Effective planning requires hard work on the following points:

Accepted Answer

A)  Defining the issues 
B)  Defining the bargaining limit 
C)  Defining interests 
D)  Defining limits and alternatives 
E)  All of the answers are correct 
A)  Defining the issues 
B)  Defining the bargaining limit 
C)  Defining interests 
D)  Defining limits and alternatives 
E)  All of the answers are correct

Question 8

Alternatives are other agreements negotiators could achieve and still meet their needs.

Accepted Answer

A) True 
 B)False

Question 9

It is important to set priorities and possibly assign points for both tangible and intangible issues.

Accepted Answer

A) True 
 B)False

Question 10

If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

Accepted Answer

A) True 
 B)False

Question 11

Assumptions are potential hurdles that can move one in the wrong direction.

Accepted Answer

A) True 
 B)False

Why is it important for goals to be concrete, specific and measurable?

Define goal.

A selling point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

The decision to negotiate is closely related to the desirability of available alternatives.

Limits are the points where you decide that you should stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Effective planning requires hard work on the following points:

Alternatives are other agreements negotiators could achieve and still meet their needs.

It is important to set priorities and possibly assign points for both tangible and intangible issues.

If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

Assumptions are potential hurdles that can move one in the wrong direction.

The Nature of Negotiation

Strategy and Tactics of Distributive Bargaining

Strategy and Tactics of Integrative Negotiation

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, Coalitions, and Team Negotiations

Managing Difficult Negotiations

Best Practices in Negotiations

Filters

Exam 4: Negotiation: Planning and Strategy

Why is it important for goals to be concrete, specific and measurable?

Define goal.

A selling point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

The decision to negotiate is closely related to the desirability of available alternatives.

Limits are the points where you decide that you should stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Effective planning requires hard work on the following points:

Alternatives are other agreements negotiators could achieve and still meet their needs.

It is important to set priorities and possibly assign points for both tangible and intangible issues.

If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

Assumptions are potential hurdles that can move one in the wrong direction.

The Nature of Negotiation

Strategy and Tactics of Distributive Bargaining

Strategy and Tactics of Integrative Negotiation

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, Coalitions, and Team Negotiations

Managing Difficult Negotiations

Best Practices in Negotiations

Filters