Question 1

Separating the person from the problem is an example of an integrative negotia________.

Accepted Answer

A) Strategy. 
B) Principle. 
C) Tactic. 
D) Option. 
A) Strategy. 
B) Principle. 
C) Tactic. 
D) Option.

Question 2

Integrative negotiation begins with:

Accepted Answer

A) Slicing a fixed pie equally. 
B) Investigating how to expand the pie. 
C) Planning how to take the entire pie. 
D) Planning how to maximize your slice of the pie. 
A) Slicing a fixed pie equally. 
B) Investigating how to expand the pie. 
C) Planning how to take the entire pie. 
D) Planning how to maximize your slice of the pie.

Question 3

When negotiating integratively,the focus is on:

Accepted Answer

A) Interests. 
B) Positions 
C) Winning. 
D) Building rapport. 
A) Interests. 
B) Positions 
C) Winning. 
D) Building rapport.

Question 4

Once trust is broken it cannot be restored into a negotiation relationship.

Accepted Answer

A) True 
 B)False

Question 5

Trust is important to successful integrative negotiation

Accepted Answer

A) True 
 B)False

Question 6

To separate the person from the problem:

Accepted Answer

A) Consider relationships,principles and values. 
B) Avoid negotiating one issue at a time. 
C) Consider the roles of emotions,perceptions and communication. 
D) Use bridging solutions. 
A) Consider relationships,principles and values. 
B) Avoid negotiating one issue at a time. 
C) Consider the roles of emotions,perceptions and communication. 
D) Use bridging solutions.

Question 7

Fears,concerns and unmet needs refer to a negotiator's:

Accepted Answer

A) Issues. 
B) Interests. 
C) Principles. 
D) Positions. 
A) Issues. 
B) Interests. 
C) Principles. 
D) Positions.

Question 8

Instrumental interests refer to:

Accepted Answer

A) When you value or need something in and of itself. 
B) When you value or need something because it will help you in the future. 
C) Means to an end. 
D) Something that you do not value but that will help you win. 
A) When you value or need something in and of itself. 
B) When you value or need something because it will help you in the future. 
C) Means to an end. 
D) Something that you do not value but that will help you win.

Separating the person from the problem is an example of an integrative negotia________.

Integrative negotiation begins with:

When negotiating integratively,the focus is on:

Once trust is broken it cannot be restored into a negotiation relationship.

Trust is important to successful integrative negotiation

To separate the person from the problem:

Fears,concerns and unmet needs refer to a negotiator's:

Instrumental interests refer to:

The Nature of Negotiation: What it is and Why it Matters

Preparation: Building the Foundation for Negotiating

Distributive Bargaining: A Strategy for Claiming Value

Closing Deals: Persuading the Other Party to Say Yes

Communication-The Heart of All Negotiations

Decision Making: Are We Truly Rational Beings?

Power & influence: Changing others’ attitudes and behaviors

Ethics: Right and Wrong Do Exist when you Negotiate

Multiparty Negotiations: Managing the Additional

Individual Differences

International Negotiations: Managing culture and other complexities

Difficult Negotiations: Managing Others Who Play Dirty and Saying No to Those Who Play Nice

Third-Party Intervention: Recourse When Negotiations Sputter or Fail?

Filters

Exam 4: Integrative Bargaining: A Strategy for Creating Value

Separating the person from the problem is an example of an integrative negotia________.

Integrative negotiation begins with:

When negotiating integratively,the focus is on:

Once trust is broken it cannot be restored into a negotiation relationship.

Trust is important to successful integrative negotiation

To separate the person from the problem:

Fears,concerns and unmet needs refer to a negotiator's:

Instrumental interests refer to:

The Nature of Negotiation: What it is and Why it Matters

Preparation: Building the Foundation for Negotiating

Distributive Bargaining: A Strategy for Claiming Value

Closing Deals: Persuading the Other Party to Say Yes

Communication-The Heart of All Negotiations

Decision Making: Are We Truly Rational Beings?

Power & influence: Changing others’ attitudes and behaviors

Ethics: Right and Wrong Do Exist when you Negotiate

Multiparty Negotiations: Managing the Additional

Individual Differences

International Negotiations: Managing culture and other complexities

Difficult Negotiations: Managing Others Who Play Dirty and Saying No to Those Who Play Nice

Third-Party Intervention: Recourse When Negotiations Sputter or Fail?

Filters