Question 1

Principled negotiation is a form of positional bargaining.

Accepted Answer

A) True 
 B)False  False

Question 2

"We apologize for our previous comments that characterized your leader as dishonest" is an example of

Accepted Answer

A)  confrontation. 
B)  yielding. 
C)  smoothing. 
D)  accommodating. 
A)  confrontation. 
B)  yielding. 
C)  smoothing. 
D)  accommodating. C

Question 3

All conflicts of interest and disagreements should be confronted in order to resolve the conflict.

Accepted Answer

A) True 
 B)False  False

Question 4

The hard bargainer negotiation strategy is characterized by the bargainer acting tough on interests but easy on positions.

Accepted Answer

A) True 
 B)False

Question 5

The most appropriate situation to use accommodating (yielding) as a conflict management strategy is when issues are a minor concern to you but major concern to other parties.

Accepted Answer

A) True 
 B)False

Question 6

Virtual groups are more likely than face-to-face groups to experience destructive conflict.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following negotiation strategies is characterized by initially competing or acting tough, then cooperating and relaxing demands?

Accepted Answer

A)  Tit-for-tat 
B)  Reformed sinner 
C)  Hard bargaining 
D)  Principled negotiation 
A)  Tit-for-tat 
B)  Reformed sinner 
C)  Hard bargaining 
D)  Principled negotiation

Question 8

Conflict

Accepted Answer

A)  is an expressed struggle. 
B)  is between interconnected parties. 
C)  involves perceived incompatible goals. 
D)  involves interference in attaining desired goals from parties in disagreement. 
A)  is an expressed struggle. 
B)  is between interconnected parties. 
C)  involves perceived incompatible goals. 
D)  involves interference in attaining desired goals from parties in disagreement.

Question 9

Power differences among group members may be less prominent, less obvious in virtual groups than in standard groups.

Accepted Answer

A) True 
 B)False

Question 10

Power-forcing style of conflict management should never be used to manage a conflict.

Accepted Answer

A) True 
 B)False

Question 11

Your group brainstorms several ways to raise additional funds for a campus project beyond what is offered by the college administration. This is an example of which integrative problem solving technique?

Accepted Answer

A)  Bridging 
B)  Expanding the pie 
C)  Nominal group technique 
D)  Reframing 
A)  Bridging 
B)  Expanding the pie 
C)  Nominal group technique 
D)  Reframing

Question 12

Agreeing to give up some of what the group desires is called an integrative solution to a conflict of interest.

Accepted Answer

A) True 
 B)False

Question 13

The power-forcing style of conflict management

Accepted Answer

A)  should never be used to resolve conflicts. 
B)  places primary emphasis on the task dimension and little focus on the social dimension of groups. 
C)  is an assertive style. 
D)  should be the style of first choice in most situations. 
A)  should never be used to resolve conflicts. 
B)  places primary emphasis on the task dimension and little focus on the social dimension of groups. 
C)  is an assertive style. 
D)  should be the style of first choice in most situations.

Question 14

Someone using the competing, power-forcing style of conflict management shows

Accepted Answer

A)  high concern for task but low concern for relationships in groups. 
B)  low concern for task but high concern for relationships in groups. 
C)  medium concern for task but high concern for relationships in groups. 
D)  None of the above 
A)  high concern for task but low concern for relationships in groups. 
B)  low concern for task but high concern for relationships in groups. 
C)  medium concern for task but high concern for relationships in groups. 
D)  None of the above

Question 15

A BATNA is

Accepted Answer

A)  Best Alternative to a Negative Agreement. 
B)  Best Alternative to a Negotiated Agreement. 
C)  a fallback position when negotiations fail to produce an agreement. 
D)  a form of hard bargaining. 
A)  Best Alternative to a Negative Agreement. 
B)  Best Alternative to a Negotiated Agreement. 
C)  a fallback position when negotiations fail to produce an agreement. 
D)  a form of hard bargaining.

Question 16

Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change.

Accepted Answer

A) True 
 B)False

Question 17

The collaborating style of conflict management tends to provoke relationship conflict in groups, while the power-forcing style does not.

Accepted Answer

A) True 
 B)False

Question 18

Interest-based bargaining attempts to argue interests of all parties first to clarify where everyone stands on issues of conflict.

Accepted Answer

A) True 
 B)False

Question 19

Competing (power-forcing) style of conflict management in groups

Accepted Answer

A)  should never be used to resolve conflicts. 
B)  is an assertive style. 
C)  should be the style of last resort except perhaps in emergency situations. 
D)  is the most effective style of conflict management when group members have strong disagreements. 
A)  should never be used to resolve conflicts. 
B)  is an assertive style. 
C)  should be the style of last resort except perhaps in emergency situations. 
D)  is the most effective style of conflict management when group members have strong disagreements.

Question 20

"We don't want to deal with this issue" is an example of _______ style of conflict management?

Accepted Answer

A)  Accommodating 
B)  Avoiding 
C)  Confrontation 
D)  Both a and b 
A)  Accommodating 
B)  Avoiding 
C)  Confrontation 
D)  Both a and b

Principled negotiation is a form of positional bargaining.

"We apologize for our previous comments that characterized your leader as dishonest" is an example of

All conflicts of interest and disagreements should be confronted in order to resolve the conflict.

The hard bargainer negotiation strategy is characterized by the bargainer acting tough on interests but easy on positions.

The most appropriate situation to use accommodating (yielding) as a conflict management strategy is when issues are a minor concern to you but major concern to other parties.

Virtual groups are more likely than face-to-face groups to experience destructive conflict.

Which of the following negotiation strategies is characterized by initially competing or acting tough, then cooperating and relaxing demands?

Conflict

Power differences among group members may be less prominent, less obvious in virtual groups than in standard groups.

Power-forcing style of conflict management should never be used to manage a conflict.

Your group brainstorms several ways to raise additional funds for a campus project beyond what is offered by the college administration. This is an example of which integrative problem solving technique?

Agreeing to give up some of what the group desires is called an integrative solution to a conflict of interest.

The power-forcing style of conflict management

Someone using the competing, power-forcing style of conflict management shows

A BATNA is

Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change.

The collaborating style of conflict management tends to provoke relationship conflict in groups, while the power-forcing style does not.

Interest-based bargaining attempts to argue interests of all parties first to clarify where everyone stands on issues of conflict.

Competing (power-forcing) style of conflict management in groups

"We don't want to deal with this issue" is an example of _______ style of conflict management?

Communication Competence in Groups

Groups As Systems

Meetings: Standard and Virtual

Group Development

Developing the Group Climate

Roles in Groups

Group Leadership

Developing Effective Teams

Defective Group Decision Making and Problem Solving

Effective Decision Making and Problem Solving

Power in Groups: A Central Dynamic

Filters

Exam 12: Conflict Management and Negotiation

Principled negotiation is a form of positional bargaining.

"We apologize for our previous comments that characterized your leader as dishonest" is an example of

All conflicts of interest and disagreements should be confronted in order to resolve the conflict.

The hard bargainer negotiation strategy is characterized by the bargainer acting tough on interests but easy on positions.

The most appropriate situation to use accommodating (yielding) as a conflict management strategy is when issues are a minor concern to you but major concern to other parties.

Virtual groups are more likely than face-to-face groups to experience destructive conflict.

Which of the following negotiation strategies is characterized by initially competing or acting tough, then cooperating and relaxing demands?

Conflict

Power differences among group members may be less prominent, less obvious in virtual groups than in standard groups.

Power-forcing style of conflict management should never be used to manage a conflict.

Your group brainstorms several ways to raise additional funds for a campus project beyond what is offered by the college administration. This is an example of which integrative problem solving technique?

Agreeing to give up some of what the group desires is called an integrative solution to a conflict of interest.

The power-forcing style of conflict management

Someone using the competing, power-forcing style of conflict management shows

A BATNA is

Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change.

The collaborating style of conflict management tends to provoke relationship conflict in groups, while the power-forcing style does not.

Interest-based bargaining attempts to argue interests of all parties first to clarify where everyone stands on issues of conflict.

Competing (power-forcing) style of conflict management in groups

"We don't want to deal with this issue" is an example of _______ style of conflict management?

Communication Competence in Groups

Groups As Systems

Meetings: Standard and Virtual

Group Development

Developing the Group Climate

Roles in Groups

Group Leadership

Developing Effective Teams

Defective Group Decision Making and Problem Solving

Effective Decision Making and Problem Solving

Power in Groups: A Central Dynamic

Filters