CSR 344 Negotiations Midterm Exam | Questions and Answers

CSR 344 Negotiations Midterm Exam | Questions and Answers T/F Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby. False T/F Many of the most imp ...

CSR 344 Negotiations Midterm Exam | Questions and Answers T/F Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby. False T/F Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated. False T/F Negotiation situations have the same fundamental characteristics. True T/F A creative negotiation that meets the objectives of all sides may not require compromise. True T/F One characteristic common to all negotiation situations is that both parties negotiate by choice, as negotiation is largely a voluntary process. True T/F Examples of tangible factors in the negotiation process is the need to "win," the need to look "good," and the need to appear "fair." False T/F When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitive situation, also known as a non-zero-sum or distributive situation. False T/F A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments. False T/F When entering negotiation, a prepared negotiator will understand their own BATNA as well as the other party's BATNA. True T/F In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the other party—and your relationship with him—survives intact. True T/F Remember that every possible interdependency has an alternative; negotiators can always say "no" and walk away. True T/F The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one's own moves and the others' responses. True T/F Concessions restrict the range of solution agreement options, but concessions broaden the bargaining range of the negotiations. False T/F Non-zero-sum situations are ones where many people can achieve their goals and objectives. True T/F When deciding how to use concessions, negotiators may face the dilemma of honesty—how much they should believe what the other party tells them. False T/F Differences in time preferences have the potential to create value in a negotiation. True T/F When two negotiating parties are working toward the same goal and generally want the same outcome, there is no chance for conflict. False T/F Intragroup conflict occurs between groups. False T/F Negotiation is a strategy for productively managing conflict. True T/F The dual concerns model has two dimensions: the vertical dimension is often referred to as the cooperativeness dimension, and the horizontal dimension as the assertiveness dimension. True T/F A distributive bargaining situation is also called competitive or win-win bargaining. False T/F Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the value obtained in a single deal, when the relationship with the other party is not important, and when they are at the claiming-value stage of negotiations. True T/F The resistance point is the point at which a negotiator would like to conclude negotiations. False T/F Both parties to a negotiation should establish their starting, target and resistance point before beginning negotiation. True T/F The spread between the resistance points, called the bargaining range, settlement range, or zone of potential agreement, is particularly important. True T/F A negative bargaining range occurs when the buyer's resistance point is above the seller's. False T/F Negotiations with a positive settlement range are obvious from the beginning. False T/F The package of issues for negotiation is the bargaining mix and each item in the mix has its own starting, target, and resistance points. True T/F The more you can do to convince the other party that his or her costs of delay or aborting negotiations will be costly, the more likely he or she will be to establish a modest resistance point. True T/F When managing the other party's impressions of your target, resistance points, and cost of terminating negotiations, direct action is important at the beginning of negotiations and screening activities are more useful later on. False T/F When negotiating through a representative during group negotiations, an approach called "calculated incompetence" means the negotiator is intentionally given false or misleading information to reveal to the other party. False T/F Selective presentation can be used to lead the other party to form the desired impression of your resistance point or to open up new possibilities for agreement that are more favorable to the presenter than those that currently exist. True T/F Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers. False T/F Parties feel better about a settlement when negotiations involve a progression of concessions. True T/F If a major concession has been made on a significant point, it is expected that the reciprocal concession will be on the same item or one of similar weight and comparable magnitude. True T/F When successive concessions get smaller, it may mean the concession maker's position is getting firmer or it may simply indicate that there is little room left to move. True T/F Negotiators may want to get the other party out of a committed position, and many times that party will also want a way out. True T/F A commitment is often interpreted by the other party as a threat—if the other does not comply, some set of negative consequences will occur. True T/F A commitment statement has three properties: a high degree of finality, a high degree of specificity, and a clear statement of consequences. True T/F All the advantages of a committed position work against a negotiator when the other party becomes committed, so it is important to try to prevent the other negotiator from becoming committed. True T/F In integrative negotiation, the goals of the parties are mutually exclusive. False T/F The failure to reach integrative agreements is often linked to the failure to exchange sufficient information that will allow the parties to identify integrative options. True T/F Integrative negotiation and distributive bargaining both require the same fundamental process. False T/F In a competitive interaction, a low level of concern for other's objectives may cause negotiators to attempt to block the other from obtaining their objectives due to a strong desire to win or to defeat the opponent. True T/F The Pareto efficient frontier contains a point where there is no agreement that would make any party better off without decreasing the outcomes of any other party. True T/F An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained. False T/F In integrative negotiations, negotiators are encouraged to state the problem in terms of their preferred solution and to make concessions from these most desired alternatives. False T/F If both parties understand the motivating factors for the other, they may recognize possible compatibilities in interests that permit them to invent new options which both will endorse as an acceptable settlement. True T/F Intrinsic relationship interests exist when the parties derive positive benefits from the relationship and do not wish to endanger future benefits by souring it. False T/F In logrolling, if the parties have different preferences on different issues, each party gets their most preferred outcome on their high priority issue and should be happy with the overall agreement. True T/F When inventing options, one technique is to "expand the pie" where both parties disclose sufficient information to discover their underlying needs and invent options to satisfy those needs. False T/F When generating alternative solutions, superordination solutions occur when the differences in interest that gave rise to the conflict are superseded or replaced by other interests. True T/F Groups are often better problem solvers than individuals because groups provide more perspectives and can invent a greater variety of ways to solve a problem. True T/F When generating ideas during a brainstorming session, the best ideas are most likely to surface during the first part of the activity. False T/F Electronic brainstorming may be especially useful for integrative negotiations that involve multiple parties or during preparation for integrative negotiations when there are disparate views within one's team. True T/F The fourth stage in the integrative negotiation process is to evaluate the alternatives generated during the previous phase and to select the best ones to implement. True T/F Negotiators should agree to the criteria for evaluating potential integrative solutions early in the negotiation process. True T/F Clear and accurate communication sometimes involves using metaphors during negotiation, which are defined as talking about one thing in terms of another. True T/F In assessing the quality of integrative agreements, objective outcomes should be assessed against the extent to which both parties' interests and needs were met by the agreement. True T/F A shared goal is one that both parties work toward but that benefits each party differently. True T/F Negotiators who fail to set clear goals are not in a position to evaluate proposals quickly and accurately. False T/F An example of a procedural goal might be shaping the agenda or simply having a voice at the table. True T/F A unilateral choice is one that is made with the active involvement of the other party. False T/F If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy. False T/F Linkage between two parties' goals defines an issue to be settled and is often the source of conflict. True