Deck 4: Negotiation: Planning and Strategy

Question 1

People downplay the importance of preparation because they think it takes too much time.

Answer 1

True

Question 2

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.

Answer 2

True

Question 3

The dominant force for success in negotiation is in the planning that takes place prior to the dialogue.

Answer 3

True

Question 4

Effective goals must be concrete, specific, and preferably measurable.

Question 5

Target setting often requires considering how to package several issues and objectives.

Question 6

A strong interest in achieving only substantive outcomes tends to support an integrative strategy.

Question 7

Intangible issues are often easy to discuss and rank-order.

Question 8

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

Question 9

Co-operative strategies tend to create "we-they" or "superiority-inferiority" patterns, which often lead to distortions in judgment regarding the other side's contributions and efforts, and to distortions in perceptions of the other side's values, needs, and positions.

Question 10

Planning is critically the most important activity in negotiation.

Question 11

A negotiator's unilateral choice of strategy is reflected in the answers to two simple questions: how much concern does the actor have for achieving the substantive outcomes at stake in this negotiation, and how much concern does the negotiator have for the current and future quality of the relationship with the other party?

Question 12

Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

Question 13

In an integrative negotiation, the other party may be less likely to disclose information, and/or may misrepresent their limits and alternatives.

Question 14

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

Question 15

A "field analysis" is one way to assess all the key parties in a negotiation.

Question 16

The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.

Question 17

Multiple-issue negotiations lend themselves more to distributive negotiations.

Question 18

Goals cannot be intangible or procedural.

Question 19

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

Question 20

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.

Question 21

Effective planning requires hard work on the following points:

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 22

Interests are what a negotiator wants.

Question 23

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

Question 24

Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.

Question 25

It is not possible to evaluate packages the same way as evaluating individual issues.

Question 26

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

Question 27

Gathering information about the other party is a critical step in preparing for negotiation.

Question 28

It is sufficient to learn only about the other party's interests and resources.

Question 29

The less concrete and measurable goals are:

A) the harder it is to communicate to the other party what we want
B) the easier it is to understand what your opponent wants
C) the easier it is to determine whether a particular outcome satisfies our goals
D) the harder it is to restate what the initial goal was
E) all of the answers are correct

Question 30

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.

Question 31

In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.

Question 32

All negotiations consist of multiple issues.

Question 33

If intangibles are a key point of the bargaining mix, negotiators must know the point at which they are willing to abandon the pursuit of an intangible in favour of substantial gains on tangibles.

Question 34

A single planning process can be followed for both a distributive and an integrative process.

Question 35

A competitive strategy would be appropriate when the relationship outcome is relatively more important to the negotiator than the substantive outcome.

Question 36

What are the most critical precursors for achieving negotiation objectives?

A) Effective strategizing, planning and preparation
B) goal setting and target planning
C) defining frames and setting goals
D) framing and strategizing
E) none of the answers are correct

Question 37

In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.

Question 38

Large bargaining mixes allow many possible components and arrangements for settlement.

Question 39

Interests may be both process-based and relationship-based.

Question 40

What is the dominant force for success in negotiation?

A) a distributive vs. integrative strategy
B) the planning that takes place prior to the dialogue
C) the discussions that precede planning sessions
D) the tactics selected in support of strategic goals
E) all of the answers are correct

Question 41

What are the three types of goals?

Question 42

What specific steps are entailed in effective planning?

Question 43

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

Question 44

Define goal.

Question 45

What represents the best deal we can possibly hope to achieve?

A) specific target point
B) resistance point
C) alternative
D) asking price
E) none of the answers are correct

Question 46

Which is not a difference between strategy and tactics?

A) Scale
B) Goals
C) Perspective
D) Immediacy
E) Long term thinking

Question 47

A strong interest in achieving only the relationship outcomes suggests what kind of strategy?

A) competitive
B) accommodation
C) collaborative
D) avoidance
E) none of the answers are correct

Question 48

How does the single episodic assumption affect our choice of strategy?

Question 49

This is as much a win-lose strategy as competition, although it has a decidedly different image.

A) collaboration
B) avoidance
C) engagement
D) accommodation
E) All of the above are forms of win-lose strategy

Question 50

What is the point at which we realistically expect to achieve a settlement?

A) specific target point
B) resistance point
C) alternative
D) asking price
E) none of the answers are correct

Question 51

Reactive strategies:

A) encourage negotiators to be more flexible and creative
B) can efficiently clear up confusion about issues
C) will lessen a negotiator's defensive posture
D) can make negotiators feel threatened and defensive
E) none of the answers are correct

Question 52

Characteristics of collaborative strategies include:

A) long-term focus
B) trust and openness
C) efforts to find mutually satisfying solutions
D) pursuit of goals held jointly with others
E) all of the answers are correct

Question 53

A strong interest in achieving only substantive outcomes tends to support what kind of strategy:

A) collaborative
B) accommodating
C) competitive
D) avoidance
E) none of the answers are correct

Question 54

Which is not true of limits?

A) Are the point where you should stop the negotiation
B) Are also called resistance point
C) Establishing them is a critical part of planning
D) They should be ignored in a bidding war
E) All of the answers are correct

Question 55

The following questions of protocol should occur before the major substantive ones have been raised EXCEPT?

A) What agenda should we follow?
B) Where should we negotiate?
C) What is the time period of the negotiation?
D) What might be done if negotiation fails?
E) All the above questions of protocol should be raised

Question 56

Avoidance could best be used when:

A) negotiation is necessary to meet your needs
B) the time and effort to negotiate are negligible
C) the available alternatives are very strong
D) the only available negotiator is a senior manager.
E) all of the answers are correct

Question 57

If the other party has a strong and viable alternative, he/she will

A) be dependent on achieving a satisfactory agreement
B) appear aggressive and hostile in negotiations
C) set and push for high objectives
D) have unlimited negotiating authority
E) all of the answers are correct

Question 58

Interests can be:

A) substantive, directly related to the focal issues under negotiation
B) process-based, related to the manner in which we settle this dispute
C) relationship-based, tied to the current or desired future relationship between the parties
D) based in the intangibles of the negotiation
E) all of the answers are correct

Question 59

Define bargaining mix.

Question 60

A negotiator should ask which of the following questions when presenting issues to the other party to assemble information?

A) What facts support my point of view?
B) Whom may I consult or take with to help me elaborate or clarify the facts?
C) What is the other party's point of view likely to be?
D) How can I develop and present the facts so they are most convincing?
E) All of the answers are correct

Question 61

What are the advantages and disadvantages of large bargaining mixes?

Question 62

Why is note taking critical?

Question 63

Why may bargainers want to consider "giving away something for nothing?"

Question 64

What is likely to happen to a negotiator who resolves procedural issues before the major substantive ones are raised?

Question 65

What is the primary goal in the use of the strategy of accommodation?

Question 66

What is a drawback of accommodation strategies?

Question 67

What are the four types of initial strategies for negotiators?

Question 68

What information do we need about the other party to prepare effectively?

Question 69

What are the advantages and disadvantages of limiting a negotiator's authority?

Question 70

What strategic negotiation purposes can be served by avoidance?

Question 71

Define strategy and tactics.