Deck 10: Confronting the Dark Side: Deception and Ethical Dilemmas

Question 1

The team chairperson should listen for the emergence of the "snowballing coalition" among key members.

Answer 1

True

Question 2

Differences are what make multiparty negotiations more complex, challenging, and easy to manage.

Answer 2

False

Question 3

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.

Answer 3

True

Question 4

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.

Question 5

In multiparty negotiations, research shows that parties who discuss multiple issues simultaneously achieved lower quality agreements.

Question 6

When we hold negative views about the other side based solely on affiliation, this is called snowballing.

Question 7

Negotiators in a multiparty negotiation can explicitly engage in coalition-building as a way to marshal support.

Question 8

Chairpersons of multiparty negotiations must be sensitive to keeping tight control over the group process while not directly affecting the group's outcome.

Question 9

Teams share less information than when acting alone.

Question 10

The drawback of the Delphi technique is that many group members may be satisfied with the first solution presented.

Question 11

Teams are always better at claiming value than individuals.

Question 12

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

Question 13

Multiparty negotiations can be greatly facilitated by the presence of a neutral chairperson.

Question 14

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.

Question 15

When at least one of the negotiation parties is a team, studies show that more value is created.

Question 16

Multiparty negotiations have less negotiators at the table.

Question 17

Many complex international negotiations give a great deal of time to the question of who will be recognized and who can speak for others.

Question 18

In multiparty negotiations, multiple parties do not negotiate together to achieve a collective objective or group consensus.

Question 19

Multiparty negotiations are more complex than two-party ones since the process they have to follow is more complicated.

Question 20

Negotiators who have some way to control the number of parties at the table may begin to strategically manipulate this control to serve their objectives.

Question 21

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

Question 22

One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests, mirror them back, and encourage people to identify not only what they want, but also why they want it.

Question 23

What are the three key stages and phases that characterize multilateral negotiations?

A) the pre-negotiation stage, the actual negotiation stage, and the managing the agreement stage.
B) the coalition building stage, the relationship development stage, the networking stage.
C) the coalition building stage, the networking stage, and the actual negotiation stage.
D) the pre-negotiation stage, the networking stage, and the managing the agreement stage.
E) None of these list the three key stages and phases that characterize multilateral negotiations.

Question 24

Which of the following techniques cannot be used to counteract destructive discussion norms?

A) The Delphi Technique
B) Brainstorming
C) Nominal Group Technique
D) Rigid enforcement of local laws and regulations
E) All of the answers are correct.

Question 25

One of the most fundamental consequences of increasing the number of parties in a negotiation is that

A) the negotiation situation tends to become less lucid.
B) the negotiation situation tends to become more complex.
C) the negotiation situation tends to become more demanding.
D) there will be more values, interests, and perceptions to be integrated or accommodated.
E) All of the answers are correct.

Question 26

What is the result of procedural complexity in multiparty negotiations?

A) The fewer the number of parties, the more complex the decision making process becomes.
B) The increased number of negotiators will streamline the decision making process.
C) Negotiators can ignore the problem of multiple related issues.
D) Negotiators will probably have to devote discussion time to how they will manage the process to arrive at the type of solution or agreement they want.
E) All of the answers are correct.

Question 27

The pre-negotiation phase of multilateral negotiations

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

Question 28

Multiparty negotiations differ from two-party deliberations in which of the following ways?

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

Question 29

There are three ways in which the complexity increases as five or more parties simultaneously engage in negotiation.

Question 30

Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships.

Question 31

A single negotiator is simply one of the parties in a multiparty negotiation and wants to ensure that his or her own issues and interests are clearly incorporated into the final agreement.

Question 32

In multiparty negotiations, research shows that parties who approached multiple issues simultaneously:

A) achieved lower quality agreements.
B) increased the likelihood of achieving agreement.
C) exchanged less information.
D) has less insight into the preferences and priorities of the other parties at the table.
E) Research shows that parties who approached multiple issues simultaneously achieved all of these.

Question 33

It is uncommon for coalitions to exist before negotiations begin.

Question 34

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?

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

Question 35

In the pre-negotiation stage, issues about participants can be decided on the basis of all the following except:

A) who are the key coalition members
B) who are the veto players
C) who are the desirable coalition members
D) who are the key coalition blockers
E) All of these answers are correct

Question 36

When a group wants to achieve a consensus or unanimous decision, the responsibility of the chair is to be constantly attentive to the group process. Identify which of the pointers below for how to chair a multiparty negotiation effectively is not correct.

A) Explicitly describe the role you will take as chair. Assure individual members that they will have an opportunity to make opening statements or other ways of placing their individual concerns and issues on the table.
B) Introduce the agenda or build one based on the group's issues, concerns, and priorities. Be an active gatekeeper.
C) Make logistical arrangements that will help the negotiation process. Listen for interests and commonalities.
D) Introduce unnecessary ground rules or let the parties suggest them to distract. Introduce internal information that will help illuminate the issues and interests.
E) Create or review decision standards and rules. Summarize frequently, particularly when conversation becomes stalled, confused, or tense.

Question 37

There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. One of those listed below is not a correct statement. Which one?

A) There are simply more parties involved in the negotiation.
B) More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed.
C) When negotiations become socially more complex, the social norms emerge that affect member participation, which reduces the stronger pressures to conform and suppress disagreement.
D) As the negotiations become procedurally more complex, the parties may have to negotiate a new process that allows them to coordinate their actions more effectively.
E) As the negotiations become more strategically complex, the parties must monitor the moves and actions of several other parties in determining what each will do next.

Question 38

A moderator who sends out a questionnaire to all parties asking for input is one strategy used to avoid destructive conflict and emotion. That strategy is known as

A) nominal group technique.
B) the Delphi technique.
C) brainstorming.
D) the consensus technique.
E) the compromise technique.

Question 39

When a chairperson is also advocating a particular position or preferred outcome, it will be difficult for that individual to act or be seen as "neutral."

Question 40

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others. The issue about participants can be decided by asking which of the following questions?

A) Whose presence is likely to keep other parties from achieving their objectives?
B) Whose presence is likely to help other parties achieve their objectives?
C) Who could spoil the deal if they were excluded?
D) All of the answers (less answer E) are correct
E) None of the answers are correct

Question 41

There are three types of expertise helpful in putting a team together, which of the following is not one of these?

A) negotiation expertise
B) sales expertise
C) technical expertise
D) interpersonal skills
E) All of the answers are correct.

Question 42

Summarize the five ways in which the complexity increases as three or more parties simultaneously engage in negotiation.

Question 43

As part of a nine-step comprehensive model of problem solving, the text suggests that four key problem solving steps occur during the agreement phase. What are the four steps?

Question 44

Describe a few of the many reasons why an agenda can be an effective decision aid.

Question 45

In the pre-negotiation phase of multilateral negotiations, issues about participants can be decided on the basis of what questions?

Question 46

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

Question 47

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

Question 48

What challenge does the increased number of negotiators in a multiparty negotiation present?

Question 49

Regarding the development and management of conflict over time in high-performance task groups, three kinds of conflict typical to work groups were discussed. What are the three types?

Question 50

In what ways do multiparty negotiations differ from two-party deliberations?

Question 51

Define "multiparty negotiation"

Question 52

How can members of coalitions exert greater strength in multiparty negotiations?