Deck 10: Multiple Parties and Teams

Question 1

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

Answer 1

True

Question 2

Polzer,Mannix and Neale argue that ____________ are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

Answer 2

relationships

Question 3

Multiparty negotiations have more ____________ at the table.

Answer 3

negotiators

Question 4

The drawback,of course,is that many group members may be satisfied with the first solution-either because it already incorporates their views or because the difficulty of achieving it may sap their ____________ for exerting any time and energy to improve it.

Question 5

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

Question 6

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

Question 7

Differences are what make multiparty negotiations more complex,challenging,and ____________ to manage.

Question 8

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

Question 9

Many complex international negotiations give a great deal of time to the question of who will be ____________ and who can speak for others.

Question 10

In a competitive negotiation,parties are likely to use information ____________ sharing very little with other parties,while attempting to gain much information from others.

Question 11

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

Question 12

Remember that the person who does the ____________ often has more power than others,because he or she gets to ____________ the agreement in his or her own language and may bias or selectively remember some points and omit others.
True / False Questions

Question 13

In ____________ - ____________ 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 14

During the information management phase of multiparty negotiations,____________ norms reflect the way the group engages in sharing and evaluating the information that is introduced.

Question 15

The chairman should listen for the emergence of the " _____________ coalition" among key members.

Question 16

In multiparty negotiations,multiple parties are negotiating together to achieve a ____________ objective or group consensus.

Question 17

Individualistically motivated parties in multiparty negotiations are more trusting and engage in less argumentation.

Question 18

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

Question 19

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 20

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

Question 21

The Delphi technique may tend to generate compromise settlements rather than truly creative,integrative solutions.

Question 22

If the group has been through a great deal of divisive and unproductive conflict to reach the first agreement,then the renegotiations do not have to specifically attend to changing and managing the conflict process.
Multiple Choice Questions

Question 23

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

A)achieved lower quality agreements.
B)increased the likelihood of achieving agreement.
C)exchanged less information.
D)have less insight into the preferences and priorities of the other parties at the table.
E)Research shows that parties who approached multiple issues simultaneously achieved all of the abovE.

Question 24

Multiparty negotiations differ from two-party deliberations in which of the following ways?

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

Question 25

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)nominal group technique.
B)the Delphi technique.
C)brainstorming.
D)the consensus technique.
E)the compromise techniquE.

Question 26

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

Question 27

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)More parties bring more issues and positions to the table,and thus more perspectives must be presented and discussed.
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)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.
E)As the negotiations become more strategically complex,the parties must monitor the moves and actions of several other parties in determining what each will do next.

Question 28

It is uncommon for coalitions to exist before negotiations begin.

Question 29

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 lucid.
B)the negotiation situation tends to become more complex.
C)the negotiation situation tends to become more demanding.
D)there will be more values,interests,and perceptions to be integrated or accommodateD.
E)All of the above are fundamental consequences of increasing the number of parties in a negotiation.

Question 30

One pointer on how to chair a multiparty negotiation effectively is to encourage people to express interests,mirror them back,and encourage people to identify not only what they want,but also why they want it.

Question 31

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 32

The prenegotiation phase of multilateral negotiations

A)is when the parties are employing decision rules and criteriA.
B)manages the group process and outcome.
C)is when the chair is appointed.
D)is characterized by lots of informal contact among the parties.
E)All of the above characterize the prenegotiation phase of multilateral negotiations.

Question 33

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)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.
B)Introduce the agenda or build one based on the group's issues,concerns,and priorities.Be an active gatekeeper.
C)Make logistical arrangements that will help the negotiation process.Listen for interests and commonalities.
D)Introduce unnecessary ground rules or let the parties suggest them to distract.Introduce internal information that will help illuminate the issues and interests.
E)Create or review decision standards and rules.Summarize frequently,particularly when conversation becomes stalled,confused,or tensE.

Question 34

Considering the many attributes of an effective group,under which one of the following would you find a need to fully explain or define key words or language that may be part of the agreement?

A)Test assumptions and inferences.
B)Focus on interests,not positions.
C)Disagree openly with any member of the group.
D)Agree on the meaning of important words.
E)Keep the discussion focused.

Question 35

In the Connect Model and the Requirements for Building a Relationship,what does the "t" stand for?

A)Toss it!
B)Try it!
C)Time it!
D)Track it!
E)Trash it!

Question 36

What are the three key stages and phases that characterize multilateral negotiations?

A)The prenegotiation stage,managing the actual negotiations,and managing the agreement stage.
B)The coalition building stage,the relationship development stage,the networking stage.
C)The coalition building stage,the networking stage,and the actual negotiation stage.
D)The prenegotiation stage,the networking stage,and the managing the agreement stage.
E)None of the above lists the three key stages and phases that characterize multilateral negotiations.

Question 37

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

Question 38

Which of the following questions should not be asked as part of the requirements for building a relationship in the connect model?

A)Can we agree to have a constructive conversation?
B)Can our conversation be productive enough to make a difference?
C)Can we restructure the agreement to include the original issue?
D)Can we all commit to making improvements?
E)Can we understand and appreciate each other's perspective?

Question 39

What is the result of procedural complexity in multiparty negotiations?

A)The fewer the number of parties,the more complex the decision making process becomes.
B)The increased number of negotiators will streamline the decision making process.
C)Negotiators can ignore the problem of multiple related issues.
D)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.
E)All of the above are the result of procedural complexity in multiparty negotiations.

Question 40

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others.The issue about participants can be decided by asking which of the following questions?

A)Whose presence is likely to keep other parties from achieving their objectives?
B)Whose presence is likely to help other parties achieve their objectives?
C)Who could spoil the deal if they were excluded?
D)All of the above questions can help decide who to recognize.
E)None of the above questions will help determine inclusion/exclusion.

Question 41

What is the "illusion of consensus?"

Question 42

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

Question 43

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

Question 44

Additional parties may be invited to a multiparty negotiation to:

Question 45

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

Question 46

Schwartz suggests that four key problem-solving steps occur during the agreement phase.What are the four steps?

Question 47

Jenn and Mannix have studied the development and management of conflict over time in high performance task groups and examined three kinds of conflict typical to work groups.What are the three types?

Question 48

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

Question 49

Explain the concept of exchanging relevant information with nongroup members.

Question 50

During the information management phase of multiparty negotiations,what group norms can specifically undermine effective discussions?

Question 51

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