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Q:
(p.232)Political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.
Q:
(p.232)There are six factors in the environmental context that make international negotiations more challenging than domestic negotiations and these factors can act to limit or constrain organizations that operate internationally whether negotiators understand or appreciate their effects.
Q:
(p.231)The notion that negotiation is both art and science is especially valid at the cross-cultural or international level.
Q:
(p.230)Countries can have only one culture; however cultures can span national borders.
Q:
(p.247)The "coordinate adjustment" strategy can be thought of as a special instance of negotiating the ____________ of negotiation.
Q:
(p.246)Many types of ____________ may be used in cross-cultural negotiations, ranging from someone who conducts introductions and then withdraws, to someone who is present throughout the negotiation and takes responsibility for orchestrating the negotiation process.
Q:
(p.246)One approach of negotiators who have very low familiarity with the other party's culture is to hire an ____________ who is familiar with the cultures of both parties.
Q:
(p.243)Decision making in group-oriented cultures involves ____________ and may take considerably more time than American negotiators are used to.
Q:
(p.243)Negotiation in risk- _____________ cultures will seek further information and will be more likely to take a wait-and-see stance.
Q:
(p.242)To avoid offending the other party in negotiations across borders, the international negotiator needs to observe cultural rules of ____________ carefully.
Q:
(p.242)Cultures differ in the degree to which __________, or the formality of the relations between the two negotiating parties, is important.
Q:
(p.241)Proponents of the ____________ approach recognize that negotiation behavior is multiply determined and using culture as the sole explanation of behavior is oversimplifying a complex social process.
Q:
(p.238)In individualistic societies, negotiators are considered interchangeable, and ____________ (rather than relationship) is an important consideration when choosing a negotiator.
Q:
(p.237)In the "culture-as-shared-value" approach, cross-cultural comparisons are made by finding the important ____________ and ____________ that distinguish one culture from another.
Q:
(p.236)The "culture-as-learned-behavior" approach concentrates on creating a ____________ of behaviors that foreign negotiators should expect when entering a host culture.
Q:
(p.236)The most frequently studied aspect of international negotiation is __________.
Q:
(p.234)Relative power is not simply a function of ____________ but appears to be due to management control of the project.
Q:
(p.233)Negotiators faced with unstable circumstances should include ____________ in their contracts that allow for easy cancellation or neutral arbitration.
Q:
(p.233)Countries differ in the extent to which the government regulates ____________ and organizations.
Q:
(p.232)There are six factors identified by Salacuse in the environmental context that make international negotiations more challenging than domestic negotiations they are: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology, and __________.
Q:
(p.231)The second implication of the complexity of cross-cultural negotiation is the tendency for negotiators to ____________ the amount of within-culture variation that exists.
Q:
(p.230)In order to understand the complexity of international negotiations, one must understand how the factors in both the ____________ and ____________ contexts can influence negotiation processes and outcomes.
Q:
(p.230)The term ____________ refers to the shared values and beliefs of a group of people.
Q:
(p.227)Schwartz suggests that four key problem-solving steps occur during the agreement phase. What are the four steps?
Q:
(p.224, 225)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?
Q:
(p.223)During the information management phase of multiparty negotiations, what group norms can specifically undermine effective discussions?
Q:
(p.220)Describe a few of the many reasons why an agenda can be an effective decision aid.
Q:
(p.218)In the prenegotiation phase of multilateral negotiations, issues about participants can be decided on the basis of what questions?
Who must be included if a deal is to be reached (key coalition members)? Who could spoil the deal if they were excluded (veto players)? Whose presence is likely to help other parties achieve their objectives (desirable coalition members)? Whose presence is likely to keep other parties from achieving their objectives (key coalition blockers)? Whose status will be enhanced simply by being at the table?
Q:
(p.217)Explain the concept of exchanging relevant information with nongroup members.
Q:
(p.215)Summarize the five ways in which the complexity increases as three or more parties simultaneously engage in negotiation.
Q:
(p.214)How can members of coalitions exert greater strength in multiparty negotiations?
Q:
(p.214)Additional parties may be invited to a multiparty negotiation to:
Q:
(p.213)What is the "illusion of consensus?"
Q:
(p.211)What challenge does the increased number of negotiators in a multiparty negotiation present?
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.222)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.
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.218)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.
Q:
(p.218)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.
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:
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.
Q:
(p.213)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.
Q:
(p.213)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.
Q:
(p.211 - 215)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.
Q:
(p.226)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.
Q:
(p.224)Conflict is a natural part of group life that improves members' ability to complete tasks, work together, and sustain these relationships.
Q:
(p.224)The Delphi technique may tend to generate compromise settlements rather than truly creative, integrative solutions.
Q:
(p.222)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.
Q:
(p.221)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."
Q:
(p.218)It is uncommon for coalitions to exist before negotiations begin.
Q:
(p.218)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.
Q:
(p.215)There are three ways in which the complexity increases as five or more parties simultaneously engage in negotiation.
Q:
(p.214)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.
Q:
(p.213)In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower quality agreements.
Q:
(p.213)Individualistically motivated parties in multiparty negotiations are more trusting and engage in less argumentation.
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.228)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.
Q:
(p.226)The drawback, of course, is that many group members may be satisfied with the first solutioneither 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.
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.223)During the information management phase of multiparty negotiations, ____________ norms reflect the way the group engages in sharing and evaluating the information that is introduced.
Q:
(p.222)____________ of multiparty negotiations must be sensitive to keeping tight control over the group process while not directly affecting the group's outcome.
Q:
(p.221)Multiparty negotiations can be greatly facilitated by the presence of a ____________ chairperson.
Q:
(p.218)Many complex international negotiations give a great deal of time to the question of who will be ____________ and who can speak for others.
Q:
(p.216)In a competitive negotiation, parties are likely to use information ____________ sharing very little with other parties, while attempting to gain much information from others.
Q:
(p.215)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.
Q:
(p.215)The chairman should listen for the emergence of the " _____________ coalition" among key members.
Q:
(p.214)Negotiators in a multiparty negotiation can explicitly engage in ____________ building as a way to marshal support.
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.
Q:
(p.210)In multiparty negotiations, multiple parties are negotiating together to achieve a ____________ objective or group consensus.
Q:
(p.205)How does an egocentric bias play out in judgments about fairness?
Q:
(p.204)Define interactional justice.
Q:
(p.202)What role does trust play in an online negotiation?
Q:
(p.201)Do many people approach a new relationship with an unknown party with remarkably high levels of trust?
Q:
(p.201)What are the three things that contribute to the level of trust one negotiator may have for another?