Deck 14: Best Practices in Negotiations

Question 1

Negotiators who set their sights too low are:

A) most likely to achieve an agreement that is optimal
B) more likely to result in stalemate
C) almost guaranteed to reach an agreement that is suboptimal
D) more likely to walk away from the negotiation with no outcome whatsoever
E) end the negotiation in frustration

Answer 1

C

Question 2

The goal of most negotiations is reaching an agreement.

Answer 2

False

Question 3

Negotiators who are better prepared have numerous advantages.

Answer 3

True

Question 4

Using overly distributive tactics in a fundamentally integrative situation will result in agreements that:

A) are optimal for both parties
B) confuse both parties and result in stalemate
C) lead to an impasse
D) are suboptimal for both parties
E) leave integrative potential untapped

Question 5

Negotiation is an integral part of daily life and the opportunities to negotiate surround us.

Question 6

Negotiators need to consciously work to:

A) make their BATNA negative
B) improve their BATNA so as to improve the deal
C) lower their BATNA so as to achieve a deal
D) increase their BATNA to challenge more aggressive tactics from the other side
E) reduce their BATNA to avoid aggressive tactics from the other side

Question 7

Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or:

A) a cooperative negotiation.
B) a creative negotiation.
C) a blend of both distributive and integrative negotiation.
D) a group negotiation.
E) a combative negotiation.

Question 8

Using strategies and tactics that are mismatched will lead to optimal negotiation outcomes for the negotiation in the higher power position.

Question 9

Negotiators have more power in a negotiation when their potential terms of agreement are significantly better than what the other negotiator can obtain with his or her BATNA.

Question 10

Negotiators have more power in a negotiation when their potential terms of agreement are:

A) significantly better than what the other negotiator can obtain with his or her BATNA
B) unrelated to the other negotiator's BATNA
C) marginally lower than what the other negotiator can obtain with his or her BATNA
D) suboptimal for the other negotiator
E) unrelated to the other negotiator's true BATNA

Question 11

One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.

Question 12

One of the most important sources of power in a negotiation is:

A) the private conversations that transpire outside of the negotiation room.
B) the ability to force the low-power party to increase their BATNA
C) the failure of the other party to effectively transition between integrative and distributive phases
D) the alternatives available to a negotiator if an agreement is not reached.
E) the ability to use an integrative approach in a distributive situation.

Question 13

At the top of the best practice list for every negotiator is:

A) protecting your reputation.
B) managing coalitions.
C) remembering the intangibles.
D) preparation.
E) diagnosing the structure of the negotiation.

Question 14

Negotiators should choose their strategies and tactics based on whether they are facing a distributive negotiation, an integrative negotiation, or a blend of the two.

Question 15

Using integrative tactics in a distributive situation may lead to optimal outcomes.

Question 16

While negotiations do follow broad stages, they also ebb and flow at consistent rates.

Question 17

Negotiators without a strong BATNA are more likely to be forced to accept a settlement that is later seen as unsatisfying.

Question 18

While some people may look like born negotiators, negotiation is fundamentally a skill involving analysis and communication that everyone can learn.

Question 19

Negotiation is fundamentally a skill involving analysis and that everyone can learn.

A) process
B) communication
C) preparation
D) cooperation
E) innovation

Question 20

When the difference between your terms and the other negotiator's BATNA is small, then negotiators have more room to manoeuvre.

Question 21

Strong negotiators are willing to walk away from a negotiation when no agreement is better than a poor agreement.

Question 22

In any negotiation situation the BATNA is the most optimal outcome.

Question 23

All negotiations have a value claiming stage.

Question 24

Trust can be built by being honest and sharing information with the other side, which hopefully will lead to reciprocal trust and credible disclosure by the other side.

Question 25

It is important to continue to compare progress in the current negotiation with the target, walkaway, and BATNA.

Question 26

Excellent negotiators understand that negotiation embodies a set of paradoxes-seemingly contradictory elements that actually occur together.

Question 27

In some negotiations, circumstances do change however legitimate one-time, seize-the-moment deals never occur.

Question 28

Negotiators who do not believe anything that the other party tells them will have a very difficult time reaching an agreement.

Question 29

Integrative skills are called for in the value claiming stage.

Question 30

Negotiators who believe everything the other party tells them make themselves vulnerable to being taken advantage of by the other party.

Question 31

Integrative skills are called for in the value claiming stage and distributive skills are useful in value creation.

Question 32

Negotiators who are completely open and tell the other party everything expose themselves to the risk that the other party will take advantage of them

Question 33

Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

Question 34

The goal of most negotiations is achieving which of the following?

A) A final settlement
B) A value claiming goal
C) A value creating goal
D) An agreement per se
E) A valued outcome

Question 35

Typically, the value claiming stage will precede the value creation stage.

Question 36

Distributive skills are called for in the value claiming stage.

Question 37

Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

Question 38

Negotiation is not an ongoing process.

Question 39

In the value creation stage, parties work together to expand the resources under negotiation.

Question 40

Little preparation is needed to manage the "strategy versus opportunism" paradox.

Question 41

All negotiations have a value stage, where parties decide who gets how much of what.

A) collaborating
B) comparison
C) claiming
D) coordinating
E) creating

Question 42

Intangibles frequently affect negotiation in a negative way.

Question 43

Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.

Question 44

Excellent negotiators understand that negotiation embodies a set of:

A) alternatives
B) values
C) paradoxes
D) BATNAs
E) principles

Question 45

With a "divide and conquer" strategy, negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition.

Question 46

skills are called for in the value claiming stage.

A) Integrative
B) Both integrative and distributive
C) Paradox
D) Distributive
E) Balancing

Question 47

The best way to identify the existence of intangible factors is to try to "see what is not there."

Question 48

Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behaviour.

Question 49

At the root of many intangibles are:

A) expectations
B) hidden agendas
C) suppositions
D) strong emotions and/or values
E) aggressive behaviours

Question 50

When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.

Question 51

Negotiators need to be reminded that certain factors influence their own behaviour. What are those factors?

A) Weaknesses
B) Negotiables
C) Strengths
D) Tangibles
E) Intangibles

Question 52

Strong negotiators are aware of how both tangible and intangible factors influence negotiation, and they weigh both factors when evaluating a negotiation outcome.

Question 53

Getting the other party to reveal why he or she is sticking so strongly to a given point is an example of which of the following practices?

A) Actively manage coalitions
B) Master the key paradoxes
C) Remember that rationality and fairness is relative
D) Savour and protect your reputation
E) Remember the intangibles

Question 54

Negotiators also need to remember that intangible factors influence their own behaviour (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).

Question 55

Intangibles frequently affect negotiation in a:

A) positive way
B) resentful way
C) ambiguous way
D) superficial way
E) negative way

Question 56

Research suggests that too much knowledge about the other party's needs can lead to a:

A) dilemma of honesty
B) quick and positive outcome
C) groundwork for agreement
D) suboptimal negotiation outcome
E) negative effect on your reputation

Question 57

Typically, the value stage will precede the value stage

A) integration; distribution
B) creation; claiming
C) claiming; creation
D) creation; balancing
E) paradox; balancing

Question 58

skills are useful in value creation.

A) Integrative
B) Paradox
C) Distributive
D) Balancing
E) Both integrative and distributive

Question 59

Often negotiators do not learn what intangible factors are influencing the other negotiator unless the other chooses to disclose them.

Question 60

Winning, avoiding loss, looking tough or strong to others, not looking weak, or being fair are examples of:

A) integrative tactics
B) BATNAs
C) distributive tactics
D) intangibles
E) tangibles

Question 61

The best negotiators:

A) never use distributive tactics
B) always use integrative tactics
C) never use integrative tactics
D) continue to learn from the experience
E) always win

Question 62

Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.

Question 63

provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

A) Attitude
B) Assertiveness
C) Fairness
D) Principles
E) Consistency

Question 64

In most situations, one side of the negotiation typically holds the keys to what is absolutely right, rational, or fair.

Question 65

Research on negotiator perception and cognition indicates that:

A) People tend to view the world in an others-serving manner.
B) Few people are truly altruistic.
C) People are largely irrational decision makers.
D) People define a "fair" outcome or process in a way that benefits others.
E) People tend to view the world in a self-serving manner.

Question 66

The best negotiators do not take time to analyze each negotiation after it has concluded.

Question 67

Negotiators who have a reputation for breaking their word and not negotiating honestly will have a much more difficult time negotiating in the future.

Question 68

In which of the following strategies do negotiators try to increase dissent within the coalition by searching for ways to breed instability within the coalition?

A) Inform and Consent
B) Divide and Conquer
C) Disclose and Deny
D) Disclose and Remit
E) Reveal and React

Question 69

Negotiating with a tough but underhanded other party means that negotiators will need to verify what the other says, be vigilant for dirty tricks, and be more guarded about sharing information.

Question 70

Negotiators can illuminate definitions of fairness held by the other party and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Question 71

Negotiator reputation is generally left to chance; negotiators can do very little to shape and enhance their reputation.

Question 72

Why is preparation so important for negotiators?

Question 73

Negotiators can illuminate definitions of fairness that the other party holds and engage in a dialogue to reach consensus on which standards of fairness apply in a given situation.

Question 74

Consistency provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

Question 75

Consistency and fairness are two essential ingredients in forming a good reputation.

Question 76

sends the message that you are principled and reasonable.

A) Attitude
B) Principles
C) Consistency
D) Assertiveness
E) Fairness

Question 77

Negotiators who take the time to pause and reflect on their negotiations will find that they will have trouble remaining sharp and focused for their future negotiations.

Question 78

People tend to view the world in a self-serving manner and define the "rational" thing to do or a "fair" outcome or process in a way that benefit themselves.

Question 79

Fairness provides the other party with a clear set of predictable expectations about how you will behave, which leads to a stable reputation.

Question 80

For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.