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Question
(p.144, 145)What are the most dominant contributors to breakdowns and failures in negotiation?
A.Failures and distortions in perception, meaning, and feedback.
B.Failures and distortions in perception, feedback, and behaviors.
C.Failures and distortions in perception, communication, and framing.
D.Failures and distortions in perception, cognition, and communication.
E.None of the above contribute to breakdowns and failures in negotiation.
Answer
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Related questions
Q:
(p.254)Integrative skills are called for in the value claiming stage and distributive skills are useful in value creation.
Q:
(p.251)While some people may look like born negotiators, negotiation is fundamentally a skill involving ____________ and _____________ that everyone can learn.
Q:
(p.258)Why is communicating with a coalition critical?
Q:
(p.253)What often happens to negotiators without a strong BATNA?
Q:
(p.257)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.Remember the intangibles
B.Actively manage coalitions
C.Savor and protect your reputation
D.Remember that rationality and fairness is relative
E.Master the key paradoxes
Q:
(p.259)For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.
Q:
(p.234, 235)What are Phatak and Habib's immediate context factors?
Q:
(p.248)When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?
A.Effect symphony
B.Improvise an approach
C.Embrace the other party's approach
D.Employ agents or advisors
E.Negotiators are using all of the above approaches.
Q:
(p.247, 248)Which of the following lists only joint strategies for cross-cultural negotiations?
A.Employ agents or advisors, bring in a mediator, adapt to the other party's approach, improvise an approach
B.Employ agents or advisors, adapt to the other party's approach, embrace the other party's approach, effect symphony
C.Bring in a mediator, coordinate adjustment, improvise an approach, effect symphony
D.Coordinate adjustment, improvise an approach, adapt to the other party's approach, embrace the other party's approach
E.None of the above list only joint strategies for cross cultural negotiations.
Q:
(p.246)Which of the following strategies should negotiators with a low familiarity with the other culture choose?
A.Employ agents or advisers
B.Adapt to the other party's approach
C.Coordinate adjustment
D.Embrace the other party's approach
E.Negotiators with a low familiarity with the other culture should not choose any of the above strategies.
Q:
(p.246)According to Weiss, when choosing a strategy, negotiators should
A.choose one strategy and stick with it throughout the entire negotiation.
B.be aware of their own culture, but minimize the other culture's norms.
C.not try to predict or influence the other party's approach.
D.understand the specific factors in the current relationship.
E.Weiss states that negotiators should do all of the above when preparing for negotiations.
Q:
(p.238)What consequences do negotiators from high uncertainty-avoidance cultures bring to negotiations?
A.Negotiators will strongly depend on cultivating and sustaining a long-term relationship.
B.Negotiators may be more likely to "swap" negotiators, using whatever short-term criteria seem appropriate.
C.Negotiators may need to seek approval from their supervisors more frequently.
D.Negotiators may not be comfortable with ambiguous situations and may be more likely to seek stable rules and procedures when they negotiate.
E.All of the above are consequences of high uncertainty avoidance cultures.
Q:
(p.234)Which of the following factors most influences relative bargaining power?
A.The extent to which negotiators frame the negotiation differently
B.Tangible and intangible factors
C.Management control
D.Personal motivations of external stakeholders
E.None of the above factors influence relative bargaining power.
Q:
(p.236)Many popular books and articles on international negotiation treat culture as expected behavior, providing lists of dos and don'ts to obey when negotiating with people from different cultures.
Q:
(p.235)Tangible and intangible factors play only a minor role in determining the outcomes of cross-border negotiations.
Q:
(p.227)Schwartz suggests that four key problem-solving steps occur during the agreement phase. What are the four steps?
Q:
(p.214)Additional parties may be invited to a multiparty negotiation to:
Q:
(p.211 - 215)In what ways do multiparty negotiations differ from two-party deliberations?
Q:
(p.224)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.
Q:
(p.220)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?
Q:
(p.220)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!
Q:
(p.217, 218)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.
Q:
(p.216)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.
Q:
(p.215)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.
Q:
(p.214)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.
Q:
(p.213)In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower quality agreements.
Q:
(p.211)Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as more parties, constituencies, and audiences are added.
Q:
(p.224)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.
Q:
(p.211)Multiparty negotiations have more ____________ at the table.
Q:
(p.211)Differences are what make multiparty negotiations more complex, challenging, and ____________ to manage.