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Q:
(p.257)Negotiators also need to remember that _____________ factors influence their own behavior (and that it is not uncommon for us to not recognize what is making us angry, defensive, or zealously committed to some idea).
Q:
(p.255)The authors suggest that negotiators should remember that negotiation is an _____________ process.
Q:
(p.254)Excellent negotiators understand that negotiation embodies a set of _____________ seemingly contradictory elements that actually occur together.
Q:
(p.252)While negotiations do follow broad stages, they also _____________ and _____________ at irregular rates.
Q:
(p.251, 252)Negotiators who are better prepared have numerous ___________.
Q:
(p.251)While some people may look like born negotiators, negotiation is fundamentally a skill involving ____________ and _____________ that everyone can learn.
Q:
(p.259)Why is a negotiator like an athlete?
Q:
(p.259)What are the three things that negotiators can do to manage the perceptions of fairness and rationality proactively?
Q:
(p.258)Why is it said that reputations are like eggs?
Q:
(p.258)Why is communicating with a coalition critical?
Q:
(p.255)Why do negotiators need to manage the paradox between sticking with their prepared strategy and pursuing a new opportunity that arises during the process?
Q:
(p.253)What often happens to negotiators without a strong BATNA?
Q:
(p.253)Why is the BATNA an important source of power in a negotiation?
Q:
(p.251, 252)Why is preparation so important for negotiators?
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.256)Negotiators need to be reminded that certain factors influence their own behavior. What are those factors?
A.Strengths
B.Tangibles
C.Weaknesses
D.Intangibles
E.Negotiables
Q:
(p.255)Research suggests that too much knowledge about the other party's needs can lead to a
A.quick and positive outcome.
B.dilemma of honesty.
C.negative effect on your reputation.
D.groundwork for agreement.
E.suboptimal negotiation outcome.
Q:
(p.254)Excellent negotiators understand that negotiation embodies a set of
A.values.
B.alternatives.
C.paradoxes.
D.BATNAs.
E.principles.
Q:
(p.253)The goal of most negotiations is achieving which of the following?
A.A final settlement
B.A valued outcome
C.An agreement per se
D.A value claiming goal
E.A value creating goal
Q:
(p.252)Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a
A.combative negotiation.
B.group negotiation.
C.cooperative negotiation.
D.creative negotiation.
E.a blend of both distributive and integrative negotiation.
Q:
(p.251)At the top of the best practice list for every negotiator is
A.managing coalitions.
B.diagnosing the structure of the negotiation.
C.remembering the intangibles.
D.preparation.
E.protecting your reputation.
Q:
(p.251)Negotiation is fundamentally a skill involving analysis and _____________ that everyone can learn.
A.preparation
B.cooperation
C.communication
D.process
E.innovation
Q:
(p.259)The best negotiators do not take time to analyze each negotiation after it has concluded.
Q:
(p.259)For negotiators to remain sharp, they need to continue to practice the art and science of negotiation regularly.
Q:
(p.258)Negotiators need to work to prevent the other party from capturing a loose coalition for their purposes.
Q:
(p.257)Negotiators do not have to be aware of the effect of intangible factors on their own aspirations and behavior.
Q:
(p.256)On the other hand, negotiators who do not believe anything that the other party tells them will have a very difficult time reaching an agreement.
Q:
(p.248)What are the risks of using the "effect symphony" strategy?
Q:
(p.248)Which is the most flexible of Weiss' eight strategies for negotiating with someone from another culture?
Q:
(p.247)What does "embracing the other party's approach" strategy involve?
Q:
(p.247)What is the challenge in using the "adapt to the other party's approach" strategy?
Q:
(p.247)What are the disadvantages to using the "induce the other party to use your approach" strategy?
Q:
(p.246 - 248)Weiss observes that a negotiator may be able to choose among which culturally responsive strategies when negotiating with someone from another culture?
Q:
(p.244, 245)What factors indicate that negotiators should not make large modifications to their approach when they negotiate across borders?
Q:
(p.245)What is the danger in modifying the negotiator's approach to match the approach of the other negotiator?
Q:
(p.244)How does the nature of agreements vary between cultures?
Q:
(p.241 - 244)What are the 10 different ways that culture can influence negotiations?
Q:
(p.240, 241)What is the "culture-in-context" approach to using culture to understand global negotiation?
Q:
(p.236)The "culture-as-learned-behavior" approach to understanding the effects of culture concentrates on:
Q:
(p.236)What is the main challenge for every global negotiator?
Q:
(p.234, 235)What are Phatak and Habib's immediate context factors?
Q:
(p.234)Phatak and Habib define external stakeholders as:
Q:
(p.234)How does ideology contribute to making international negotiations difficult?
Q:
(p.233)How does the value of international currencies affect cross-cultural negotiation decisions?
Q:
(p.232)According to Salacuse, what are the six factors that make global negotiations more challenging than domestic negotiations?
Q:
(p.230)What is the most frequently studied aspect of international negotiations?
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)The "embrace the other party's approach" strategy involves
A.adopting completely the approach of the other party.
B.both parties making mutual adjustments to find a common process for negotiation.
C.creating a new approach that may include aspects of either home culture or practices from a third culture.
D.persuading the other party to use your approach.
E.The "embrace the other party's approach" strategy involves all of the above.
Q:
(p.247)"Coordinate adjustment" involves
A.adopting completely the approach of the other party.
B.making conscious changes to your approach so that it is more appealing to the other party.
C.both parties making mutual adjustments to find a common process for negotiation.
D.crafting an approach that is specifically tailored to the negotiation situation.
E."Coordinating adjustment" involves all of the above.
Q:
(p.247)"Adapting to the other party's approach" is best used by parties with
A.no familiarity.
B.low familiarity.
C.moderate familiarity.
D.high familiarity.
E.Adapting to the other party's approach is equally effective for all parties.
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.243)In group-oriented cultures
A.the individual comes before the group's needs.
B.decisions are primarily made by senior executives.
C.decision making is an efficient, streamlined process.
D.negotiators may be faced with a series of discussions over the same issues and materials with many different people.
E.All of the above occur in group-oriented cultures.
Q:
(p.243)Risk-avoiding cultures will
A.be willing to move early on a deal.
B.generally take more chances.
C.seek further information.
D.be less likely to take a wait-and-see stance.
E.Risk avoiding cultures will generally take all of the above actions.
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.238)Power distance describes
A.the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B.the extent to which the society is organized around individuals or the group.
C.the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D.the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E.None of the above describes power distance.
Q:
(p.237)The individualism/collectivism dimension describes
A.the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.
B.the extent to which the society is organized around individuals or the group.
C.the extent to which cultures hold values that were traditionally perceived as masculine or feminine.
D.the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
E.None of the above describes the individualism/collectivism dimension.
Q:
(p.237)The "culture-as-shared-value" approach
A.concentrates on documenting the systematic negotiation behavior of people in different cultures.
B.concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture.
C.recognizes that all cultures contain dimensions or tensions among their different values.
D.recognizes that no human behavior is determined by a single cause.
E.All of the above are elements of the "culture as shared" value approach.
Q:
(p.236)Which of the following is not one of Janosik's four ways that culture is used in international negotiation?
A.Culture as learned behavior
B.Culture as economic indicator
C.Culture as shared values
D.Culture as dialectic
E.Each of the above is one of Janosik's four ways that culture is used in international negotiation.
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.232)Political and legal pluralism can make cross cultural negotiations more complex because
A.There may be implications for the taxes that the organization pays.
B.There may be implications for the labor codes or standards that the organization must meet.
C.There may be different codes of contract law and standards of enforcement.
D.Political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.
E.Political and legal pluralism can make cross cultural negotiations more complex because of all of the above.
Q:
(p.232)Which of the following is an immediate context factor in cross-cultural negotiations?
A.External stakeholders
B.Instability
C.International economic factors
D.Relationship between negotiators
E.All of the above are immediate context factors in cross-cultural negotiations.
Q:
(p.232)According to Salacuse, which of the following is not a factor in the environmental context of negotiations?
A.Political and legal pluralism
B.Foreign governments and bureaucracies
C.Relative bargaining power
D.International economic factors
E.All of the above are factors in the environmental context of negotiations.
Q:
(p.230)We use the term "culture" to refer to the
A.religious beliefs of a group of people.
B.ethnicity of a group of people.
C.geographic nationality of a group of people.
D.shared values and beliefs of a group of people.
E.Culture refers to none of the above.
Q:
(p.248)To use the "improvise an approach" strategy, both parties to the negotiation need to have high familiarity with the other party's culture and a strong understanding of the individual characteristics of the other party.
Q:
(p.247)Negotiators using the "adapt to the other party's approach" strategy maintain a firm grasp on their own approach, but make modifications to help relations with the other negotiator.
Q:
(p.246)Weiss states that a negotiator should only use one strategy throughout an entire negotiation.
Q:
(p.245)Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations.
Q:
(p.245)Research suggests that negotiators may naturally negotiate differently when they are with people from their own culture than when they are with people from other cultures.
Q:
(p.244)The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach.
Q:
(p.243)Risk-oriented cultures will be more willing to move early on a deal and will generally take more chances.
Q:
(p.241, 242)Outside of North America there appears to be a great deal of variation across cultures in the extent to which negotiation situations are initially perceived as distributive or integrative.
Q:
(p.240)The "culture-as-shared-values" approach has advantages over the "culture-as-dialectic" approach because it can explain variations within cultures.
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.235)The relationship the principal negotiating parties develop before the actual negotiations will have an important impact on the negotiation process and outcome.
Q:
(p.235)High-conflict situations that are based on ethnicity, identity or geography are most easy to resolve.
Q:
(p.234)In all cross-cultural negotiations, both parties approach the negotiation deductively.
Q:
(p.234)Ideological clashes increase the communication challenges in cross-border negotiations in the broadest sense because the parties may disagree on the most fundamental levels about what is being negotiated.