Deck 11: Multiparty and Team Negotiations

Question 1

What is the result of procedural complexity in multiparty negotiations?

A) The increased number of negotiators will streamline the decision making process.
B) The fewer the number of parties, the more complex the decision making process becomes.
C) 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.
D) Negotiators can ignore the problem of multiple related issues.

Answer 1

C

Question 2

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

Answer 2

True

Question 3

Multiparty negotiations have less negotiators at the table.

Answer 3

False

Question 4

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

Question 5

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

Question 6

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

Question 7

The parties involved in a multiparty negotiation will benefit from designating a chair who has the largest stake in the specific outcome.

Question 8

Many complex international negotiations spend a great deal of time determining who will be recognized and who can speak for others.

Question 9

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

Question 10

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

Question 11

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

Question 12

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

A) achieved lower quality agreements.
B) has less insight into the preferences and priorities of the other parties at the table.
C) increased the likelihood of achieving agreement.
D) exchanged less information.

Question 13

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) 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.
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) More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed.

Question 14

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

Question 15

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 demanding.
B) there will be fewer values, interests, and perceptions to be integrated or accommodated.
C) the negotiation situation tends to become less lucid.
D) the negotiation situation tends to become less complex.

Question 16

The differences in multiparty negotiations make them more complex, but easier to manage.

Question 17

Multiparty negotiations differ from two-party deliberations in all of the following ways, except:

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

Question 18

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 19

In multiparty negotiations, multiple parties avoid joint negotiation to avoid disagreement and hostilities.

Question 20

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

Question 21

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

A) who are the most influential external stakeholders
B) who are the desirable coalition members
C) who are the key coalition members
D) who are the veto players

Question 22

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

Question 23

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

A) Rigid enforcement of local laws and regulations
B) Brainstorming
C) Nominal Group Technique
D) The Delphi Technique

Question 24

Something that can help when conflict escalates is to search for common identity between the disputing parties.

Question 25

When we hold negative views about the other side, based solely on their affiliations, we are guilty of "snowballing."

Question 26

The use of an agenda should be avoided as a tool to control the flow and direction of a negotiation.

Question 27

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

Question 28

One suggestion on how to chair a multiparty negotiation effectively is to encourage people to identify not only what they want, but also why they want it.

Question 29

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

Question 30

It is uncommon for coalitions to exist before negotiations begin.

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

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) Introduce the agenda or build one based on the group's issues, concerns, and priorities. Be an active gatekeeper.
B) 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.
C) Introduce unnecessary ground rules or let the parties suggest them to distract. Introduce internal information that will help illuminate the issues and interests.
D) Make logistical arrangements that will help the negotiation process. Listen for interests and commonalities.

Question 33

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) brainstorming
B) the Consensus Technique
C) the Delphi technique
D) the Nominal Group Technique

Question 34

In multiparty negotiations, conflict with the other side will often escalate to more extreme levels in teams.

Question 35

Teams composed of people with diverse backgrounds have the potential to dramatically improve the preparation process.

Question 36

What are the three key stages that characterize multilateral negotiations?

A) the coalition building stage, the networking stage, and the actual negotiation stage.
B) the pre-negotiation stage, the actual negotiation stage, and the managing the agreement stage.
C) the pre-negotiation stage, the networking stage, and the managing the agreement stage.
D) the coalition building stage, the relationship development stage, the networking stage.

Question 37

The pre-negotiation phase of multilateral negotiations:

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

Question 38

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 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

In brainstorming, the parties are instructed to define a problem and then to generate as many solutions as possible without criticizing any of them.

Question 41

A member of the negotiation team who can reduce the likelihood that the team will fail to communicate and establish rapport with the other side is said to have:

A) technical expertise
B) authentic expertise
C) negotiation expertise
D) interpersonal expertise

Question 42

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 43

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

Question 44

What is meant by the common knowledge effect?

Question 45

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

Question 46

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

Question 47

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

A) Technical expertise
B) Negotiation expertise
C) Sales expertise
D) Interpersonal skills

Question 48

Describe what is meant by group polarization in the context of negotiation teams.

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

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

Question 51

Define "multiparty negotiation."

Question 52

How does stereotyping affect negotiations?

Question 53

Expertise that relates to the domain of the negotiation is referred to as:

A) integrative expertise
B) technical expertise
C) distributive expertise
D) negotiation expertise

Question 54

A member of the negotiation team who understands negotiation dynamics, such as distributive and integrative bargaining, is said to have:

A) personal expertise
B) technical expertise
C) negotiation expertise
D) authentic expertise

Question 55

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

Question 56

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

Question 57

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

Question 58

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

Question 59

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

Question 60

Outline the five key process steps that a chair can implement to assure having an effective, amicable disagreement on a team.