Deck 12: Managing Difficult Negotiations

Question 1

The most frequently studied aspect of international negotiation is management control.

Answer 1

False

Question 2

Ideological clashes increase the communication challenges in cross-border negotiations in the broadest sense because the parties may disagree on the most fundamental levels about what is being negotiated.

Answer 2

True

Question 3

Negotiators faced with unstable circumstances should not include clauses in their contracts that allow easy cancellation or neutral arbitration.

Answer 3

False

Question 4

Negotiation in risk-avoiding cultures will seek less information and will be less likely to take a wait-and-see stance.

Question 5

High-conflict situations that are based on ethnicity, identity, or geography are most easy to resolve.

Question 6

To avoid offending the other party in negotiations across borders, the international negotiator needs to observe cultural rules of communication carefully.

Question 7

Many types of mediators may be used in cross-cultural negotiations, ranging from someone who conducts introductions and then withdraws, to someone who is present throughout the negotiation and takes responsibility for orchestrating the negotiation process.

Question 8

The term perspective refers to the shared values and beliefs of a group of people.

Question 9

Decision making in group-oriented cultures involves consensus and may take considerably more time than Western negotiators are used to.

Question 10

Researchers Gelfand and Realo found that accountability to a constituent influenced negotiators from individualistic and collectivistic cultures differently.

Question 11

The "coordinate adjustment" strategy can be thought of as making mutual adjustments to find a common process for negotiation.

Question 12

In individualistic societies, negotiators are considered interchangeable, and competency (rather than relationship) is an important consideration when choosing a negotiator.

Question 13

Relative power is not simply a function of equity, but appears to be due to management control of the project.

Question 14

In the "culture-as-shared-value" approach, cross-cultural comparisons are made by finding the important norms and values that distinguish one culture from another.

Question 15

In order to understand the complexity of international negotiations, one must understand how the factors in both the environmental and immediate contexts can influence negotiation processes and outcomes.

Question 16

Cultures rarely differ in the degree to which protocol, or the formality of the relations between the two negotiating parties, is important.

Question 17

Countries can have only one culture; however cultures can span national borders.

Question 18

The best approach of negotiators who have very high familiarity with the other party's culture is to hire an agent or advisor who is familiar with the cultures of both parties.

Question 19

In all cross-cultural negotiations, both parties approach the negotiation deductively.

Question 20

Political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.

Question 21

According to Salacuse, which of the following is not a factor in the environmental context of negotiations?

A) political and legal pluralism
B) foreign governments and bureaucracies
C) relative bargaining power
D) international economic factors
E) All of the answers are correct

Question 22

Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations.

Question 23

To use the "improvise an approach" strategy, both parties to the negotiation need to have high familiarity with the other party's culture and a strong understanding of the individual characteristics of the other party.

Question 24

Risk-oriented cultures will be more willing to move early on a deal and will generally take more chances.

Question 25

Power distance describes

A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B) the extent to which the society is organized around individuals or the group.
C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E) None of the answers are correct

Question 26

Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.

Question 27

The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach.

Question 28

We use the term "culture" to refer to the

A) religious beliefs of a group of people.
B) ethnicity of a group of people.
C) geographic nationality of a group of people.
D) shared values and beliefs of a group of people.
E) None of the answers are correct

Question 29

Research studies suggest that culture does have an effect on negotiation outcomes, although it may not be direct, and it likely has an influence through differences in the negotiation process in different cultures.

Question 30

The individualism/collectivism dimension describes

A) the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B) the extent to which the society is organized around individuals or the group.
C) the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D) the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E) None of the answers are correct

Question 31

Negotiators using the "adapt to the other party's approach" strategy maintain a firm grasp on their own approach, but make modifications to help relations with the other negotiator.

Question 32

The "culture-as-shared-value" approach

A) concentrates on documenting the systematic negotiation behaviour of people in different cultures.
B) concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture.
C) recognizes that all cultures contain dimensions or tensions among their different values.
D) recognizes that no human behaviour is determined by a single cause.
E) All of the answers are correct

Question 33

The relationship the principal negotiating parties develop before the actual negotiations will have an important impact on the negotiation process and outcome.

Question 34

Outside of North America, there appears to be a great deal of variation across cultures in the extent to which negotiation situations are initially perceived as distributive or integrative.

Question 35

The "culture-as-shared-value" approach has advantages over the "culture-as-dialectic" approach because it can explain variations within cultures.

Question 36

Weiss states that a negotiator should only use one strategy throughout an entire negotiation.

Question 37

Which of the following is an immediate context factor in cross-cultural negotiations?

A) external stakeholders
B) instability
C) international economic factors
D) relationship between negotiators
E) All of the answers are correct

Question 38

Which of the following factors most influences relative bargaining power?

A) the extent to which negotiators frame the negotiation differently
B) tangible and intangible factors
C) management control
D) personal motivations of external stakeholders
E) None of the answers are correct

Question 39

Research suggests that negotiators may naturally negotiate differently when they are with people from their own culture than when they are with people from other cultures.

Question 40

Political and legal pluralism can make cross cultural negotiations more complex because

A) there may be implications for the taxes that the organization pays.
B) there may be implications for the labour codes or standards that the organization must meet.
C) there may be different codes of contract law and standards of enforcement.
D) political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.
E) all of the answers are correct

Question 41

Which of the following lists only joint strategies for cross-cultural negotiations?

A) employ agents or advisors, bring in a mediator, adapt to the other party's approach, improvise an approach
B) employ agents or advisors, adapt to the other party's approach, embrace the other party's approach, effect symphony
C) bring in a mediator, coordinate adjustment, improvise an approach, effect symphony
D) coordinate adjustment, improvise an approach, adapt to the other party's approach, embrace the other party's approach
E) None of the answers are correct

Question 42

How does the value of international currencies affect cross-cultural negotiation decisions?

Question 43

What are Phatak and Habib's immediate context factors?

Question 44

According to Weiss, when choosing a strategy, negotiators should

A) choose one strategy and stick with it throughout the entire negotiation.
B) be aware of their own culture, but minimize the other culture's norms.
C) not try to predict or influence the other party's approach.
D) understand the specific factors in the current relationship.
E) All of the answers are correct.

Question 45

"Coordinating adjustment" involves

A) adopting completely the approach of the other party.
B) making conscious changes to your approach so that it is more appealing to the other party.
C) both parties making mutual adjustments to find a common process for negotiation.
D) crafting an approach that is specifically tailored to the negotiation situation.
E) all of the answers are correct

Question 46

Which of the following strategies should negotiators with a low familiarity with the other culture choose?

A) employ agents or advisors
B) adapt to the other party's approach
C) coordinate adjustment
D) embrace the other party's approach
E) None of the answers are correct

Question 47

When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?

A) effect symphony
B) improvise an approach
C) embrace the other party's approach
D) employ agents or advisors
E) all of the answers are correct

Question 48

The text suggests that culture can influence negotiations across borders in ten different ways, what are they?

Question 49

In group-oriented cultures

A) the individual comes before the group's needs.
B) decisions are primarily made by senior executives.
C) decision making is an efficient, streamlined process.
D) negotiators may be faced with a series of discussions over the same issues and materials with many different people.
E) All of the answers are correct.

Question 50

How do Phatak and Habib define external stakeholders?

Question 51

"Adapting to the other party's approach" is best used by parties with

A) no familiarity.
B) low familiarity.
C) moderate familiarity.
D) high familiarity.
E) Adapting to the other party's approach is equally effective for all parties.

Question 52

Which of the following is not one of Janosik's four ways that culture is used in international negotiation?

A) culture as learned behaviour
B) culture as economic indicator
C) culture as shared values
D) culture as dialectic
E) all of the answers are correct

Question 53

Risk-avoiding cultures will

A) be willing to move early on a deal.
B) generally take more chances.
C) seek further information.
D) be less likely to take a wait-and-see stance.
E) all of the answers are correct

Question 54

The "culture-as-shared-value" perspective provides explanations for what?

Question 55

According to Salacuse, what are the six factors that make global negotiations more challenging than domestic negotiations?

Question 56

What consequences do negotiators from high-uncertainty-avoidance cultures bring to negotiations?

A) Negotiators will strongly depend on cultivating and sustaining a long-term relationship.
B) Negotiators may be more likely to "swap" negotiators, using whatever short-term criteria seem appropriate.
C) Negotiators may need to seek approval from their supervisors more frequently.
D) Negotiators may not be comfortable with ambiguous situations and may be more likely to seek stable rules and procedures when they negotiate.
E) All of the answers are correct

Question 57

How does ideology contribute to making international negotiations difficult?

Question 58

Describe the important approach to conceptualizing culture by concentrating on understanding values and norms.

Question 59

The "embrace the other party's approach" strategy involves

A) adopting completely the approach of the other party.
B) both parties making mutual adjustments to find a common process for negotiation.
C) creating a new approach that may include aspects of either home culture or practices from a third culture.
D) persuading the other party to use your approach.
E) all of the answers are correct

Question 60

What is the most frequently studied aspect of international negotiations?

Question 61

How does the nature of agreements vary between cultures?

Question 62

What are the risks of using the "effect symphony" strategy?

Question 63

What is the challenge in using the "adapt to the other party's approach" strategy?

Question 64

What are the disadvantages to using the "induce the other party to use your approach" strategy?

Question 65

What is the danger in modifying the negotiator's approach to match the approach of the other negotiator?

Question 66

Weiss observes that a negotiator may be able to choose among which culturally responsive strategies when negotiating with someone from another culture?

Question 67

Which is the most flexible of Weiss' eight strategies for negotiating with someone from another culture?

Question 68

What factors indicate that negotiators should not make large modifications to their approach when they negotiate across borders?

Question 69

The "embrace the other party's approach" strategy involves: