Deck 8: Interpersonal Negotiation

Question 1

A "distributive" bargainer is generally not concerned about the future relationship with the other party.

Answer 1

True

Question 2

Making high demands and conceding slowly are patterns of a collaborative bargaining approach.

Answer 2

True

Question 3

The assumption competitive negotiators take is generally "win-lose."

Answer 3

True

Question 4

From a competitive approach, Principled Negotiation may appear weak. According to the authors of your text, strength or toughness comes in the form of:

A) accommodating the other.
B) firm flexibility.
C) standing up for your principles at all costs.
D) relying on criteria established by others.
E) inherent interests

Question 5

Negotiation that is transformational is defined as

A) cooperating fully with the other.
B) creating something new from what existed before.
C) using your intuition to help reframe the conflict.
D) cooperative competitiveness.
E) the exchange of rational self-interest.

Question 6

"Tradeoffs" are a strategy used in competitive bargaining.

Question 7

Negotiating conflict only involves labor and management in work settings, not personal situations.

Question 8

Luckily, negotiation is similar in all cultures, so once you've learned what is negotiable in one culture, you'll be ready for other cultures.

Question 9

Why is "expanding the pie" an effective way of negotiating collaboratively?

A) It threatens both parties into giving up their piece of the pie.
B) Someone is always "hungrier."
C) It attempts to expand scarce resources available, altering the conflict structure.
D) People become more entrenched in their "positions."
E) The playing field is "leveled."

Question 10

All of the following are assumptions about collaborative negotiation EXCEPT?

A) Common interests are valued and sought.
B) Interdependence is recognized and enhanced.
C) Limited resources do not exist.
D) The goal is a mutually agreeable solution that is fair to all.
E) The negotiating world is controlled by enlightened self interest.

Question 11

Distributive (competitive) bargaining focuses more on persuasion than a collaborative approach.

Question 12

Collaborative conflict management requires:

A) one person to give up his/her needs.
B) one person to have more power than the other.
C) both people give up something important.
D) too much time to be effective.
E) all parties to give their best communication efforts.

Question 13

Which of the following is NOT of competitive bargainers?

A) They will make high opening demands and concede slowly.
B) They will recognize and enhance interdependence.
C) They will exaggerate the value of concessions that are offered.
D) They will try to resist persuasion on issues.
E) Competitive bargainers will do all of the above.

Question 14

In a conflict spectrum, negotiation is between which of the following two poles?

A) Conflict and Resolution
B) Accommodation and Collaboration
C) Avoidance and Domination
D) Bargaining and Goal-attainment
E) Mediation and Arbitration

Question 15

Which of the following statements is about assessing interests in negations?

A) If you don't ask what the other's interests are, you are likely to be off base.
B) Parties in conflict often assume they know the interests of the other.
C) Taking a firm position suggests several interests typically underlie it.
D) Parties always have multiple interests.
E) Relational and identity issues are rarely part of the positions.

Question 16

Giving more power to one party is an effective way of managing power in a collaborative approach to negotiation.

Question 17

Which of the following is a disadvantage of collaborative bargaining?

A) The bias toward cooperation may result in internal pressure to compromise when you don't really want to.
B) It can avoid confrontation.
C) There is an increased vulnerability to deception and manipulation by a competitive opponent.
D) It requires substantial process knowledge and skill to be effective.
E) All are potential disadvantages of collaborative bargaining.

Question 18

Which of the following are potentially constructive ways to balance power in a negotiation?

A) Hire a mediator to help you.
B) Begin to avoid people who we perceive to have higher power.
C) Use your skills in manipulation.
D) Feign ignorance.
E) Focus on your own needs and tasks.

Question 19

According to Hocker and Wilmot, negotiating involves "active engagement," not avoidance.

Question 20

According to Hocker and Wilmot, parties can disagree without being "disagreeable."

Question 21

How does a person move from competitive to collaborative negotiations? What might you do if you take a collaborative stance and the other takes a competitive stance?

Question 22

Describe how cultural assumptions of negotiation can be problematic. What suggestions do you have for managing potential problems?

Question 23

In what ways is principled negotiation different form other forms or perspectives of negotiation?

Question 24

Briefly describe a recent conflict. Discuss how upholding Fisher and Ury's four principles may have resulted in a more productive management of that conflict. Be sure to identify and explain each principle in your answer.

Question 25

At the beginning of the chapter, your authors stated that you may not think of yourself as a "negotiator." What do you think now? Explain. Do you think you are more of a competitive or collaborative negotiator? Provide examples to support your answer. Finally, what communication skills do you have that help you negotiate with others?

Question 26

Briefly describe and give a "real life" example of the XYZ skill in a real or hypothetical situation.

Question 27

Recount a recent public conflict and identify the ways in which parties used destructive strategies in an attempt to equalize or at least come close to balancing power.

Question 28

Your down-coat company is having an unusually large amount of business due to an extremely cold winter. Your boss expects you to keep up with your work, but won't allow overtime, due to cost-cutting throughout the company. You suggest that they hire another person, although you realize the large volume of business is temporary. When you discuss this with your boss, you both decide that your boss can help you temporarily, thus finding an inexpensive solution to your problem. This is an example of which communication pattern?

A) logrolling
B) cost cutting
C) bridging
D) compromising
E) competing