Deck 18: Managing Difficult Negotiations

Question 1

The strategy of disarmament includes:

A) providing some distance from the conflict and from one's own emotions.
B) negotiating directly and openly the rules of the negotiation process.
C) helping the other party think about the consequences of not reaching an agreement.
D) expressing one's own views clearly and considerately.
E) asking open-ended questions.

Answer 1

D

Question 2

A tactic that is ignored is essentially a tactic

A) pressed.
B) defeated.
C) converted.
D) exchanged.
E) reserved.

Answer 2

B

Question 3

Strategic levers available to help people navigate the shadow negotiation include power moves, appreciative moves and one other of the following.

A) collaborative moves
B) process moves
C) pressure moves
D) social moves
E) perspective moves

Answer 3

B

Question 4

As a party managing a negotiation mismatch, you can respond using which of the following ways?

A) Ignore them.
B) Respond in kind.
C) Call them on it.
D) Offer to change to more productive methods.
E) Do all of the above.

Question 5

The challenge at the stage of framing the problem is to change the negotiation by proactively __________ his or her tactics.

Question 6

It is important negotiators consider the shadow negotiation carefully before meeting with the other party so they

A) understand where the boundaries of the current negotiations are and should be.
B) are clear in their own minds about the scope of the negotiations.
C) understand how they would ideally like to work with the other party.
D) determine what ground the negotiation is going to cover and how the negotiators are going to work together.
E) understand that all the above are important to the shadow negotiations.

Question 7

Weeks suggests that there are three important elements to the successful management of difficult conversations: clarity, tone and ____________ phrasing.

Question 8

An ultimatum is an attempt to induce compliance or force concessions from a presumably recalcitrant

A) group.
B) arbitrator.
C) opponent.
D) team member.
E) cooperator.

Question 9

Negotiators always run the risk of encountering other parties who, for any number of reasons, are difficult negotiators. That difficulty may be intentional or due to

A) inexperience
B) philosophical differences
C) inadequate skill
D) lack of sophistication
E) a psychological imbalance

Question 10

One goal of negotiators should be to ensure the ____________ application of integrative negotiating under appropriate circumstances in order to produce better agreements.

Question 11

Sometimes problems in negotiation can be traced to difficulties in the other party's ____________ style.

Question 12

The ____________ negotiation occurs in parallel with the substantive negotiation and is concerned with how the negotiation will proceed.

Question 13

Some people are invariably difficult and their behavior follows predictable and one of the other following patterns. Which one?

A) aggressive
B) confusing
C) contentious
D) identifiable
E) counter indicating

Question 14

Responding when the other side has more power, negotiators can utilize all but one of the following alternatives.

A) Correct the power imbalance.
B) Introduce ultimatums.
C) Cultivate their best alternative to a negotiated agreement (BATNA).
D) Formulate a "trip wire alert system."
E) Protect themselves.

Question 15

In Ury's strategy for managing difficult negotiations, he sees five challenges: 1) don't react, 2) disarm them, 3) change the game, 4) make it easy for them to say yes, and 5)

A) strike back.
B) reject the offer.
C) give in.
D) make it hard to say no.
E) break off negotiations.

Question 16

Too strict an adherence to a ____________ point may deprive a negotiator of creativity and flexibility, which are critical components to the design of an integrative arrangement.

Question 17

Conflicts involving ultimatums often fall prey to escalation through severe ____________ spirals.

Question 18

Ury's "breakthrough approach" operates on the principle of acting ____________, requiring users to do the opposite of what they might naturally do in difficult situations.

Question 19

An ____________ is an attempt to induce compliance or force concessions from a presumably recalcitrant opponent.

Question 20

Kolb and Williams suggest that negotiators ignore shadow negotiations at their peril because the unaddressed shadow negotiation can lead to negotiations that are ____________ or ____________.

Question 21

What are the three components of ultimatums?

Question 22

What are the five steps of Ury's "breakthrough approach?"

Question 23

Having conversations with difficult people is not easy. Describe three ways of preparation in anticipation of dealing with a difficult conversation.

Question 24

Define a shadow negotiation.

Question 25

What are the advantages of Ury's "go to the balcony" approach?

Question 26

How can a "pressured" party respond to distributive tactics?

Question 27

How can negotiators protect themselves when dealing with an opponent with more power?

Question 28

The subject of how to deal with difficult people in the workplace has received increasing attention in recent years from several authors who have made several valid points in dealing with this type of person. First, everyone can exhibit difficult behaviors or be difficult to deal with at times; some people, however, are invariably difficult, and their behavior follows predictable and identifiable patterns. What are the other two points?

Question 29

What are the three types of power moves?

Question 30

How does the concept of tone play in the successful management of conversations?