Q&A Hero

Q: (p.122)Frames shape what the parties define as the ____________ ____________ and how they talk about them.

Q: (p.121)____________ can also occur as one party uses metaphors, analogies, or specific cases to illustrate a point.

Q: (p.120)Frames are shaped by conversations that the parties have with each other about the issues in the ____________ __________.

Q: (p.118)Disputes settled by ____________ usually create clear winners and losers.

Q: (p.118)Parties who focus on ____________ in a dispute are often able to find ways to resolve that dispute.

Q: (p.117)____________ in frames between parties are sources of conflict.

Q: (p.117)The frames of those who hear or interpret communication may create ____________ of their own.

Q: (p.115)A ____________ is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

Q: (p.115)Projection occurs when people ascribe to others the characteristics or ____________ that they possess themselves.

Q: (p.114)____________ ____________ occur when people generalize about a variety of attributes based on the knowledge of one attribute of an individual.

Q: (p.113)The perceiver's own needs, desires, motivations, and personal experiences may be likely to create a ____________ about the other party in an upcoming negotiation.

Q: (p.113)Perception is a "sense-making" process; people interpret their ____________ so they can make appropriate responses to it.

Q: (p.110)What is likely to happen to a negotiator who resolves procedural issues before the major substantive ones are raised?

Q: (p.110)Why is note taking critical?

Q: (p.109, 110)What elements of the negotiation protocol might it be useful to prenegotiate?

Q: (p.107, 108)What are the advantages and disadvantages of limiting a negotiator's authority?

Q: (p.104, 105)What information do we need about the other party to prepare effectively?

Q: (p.102)Why may bargainers want to consider "giving away something for nothing?"

Q: (p.99)What are the advantages and disadvantages of large bargaining mixes?

Q: (p.99)Define bargaining mix.

Q: (p.97)What specific steps are entailed in effective planning?

Q: (p.97)Which of the Greenhalgh seven steps of negotiation do Asian negotiators spend a great deal of time on?

Q: (p.96, 97)Research by Greenhalgh suggests there are seven key steps to an ideal negotiation process. What are those seven steps?

Q: (p.96)Define Relationship building, a key step in an ideal negotiation.

Q: (p.96)Why is it important to understand the typical steps or flow in a negotiation?

Q: (p.94)What is a drawback of accommodation strategies?

Q: (p.94)What is the primary goal in the use of the strategy of accommodation?

Q: (p.93)What strategic negotiation purposes can be served by avoidance?

Q: (p.92)What are the four types of initial strategies for negotiators?

Q: (p.91)Define strategy and tactics.

Q: (p.91)How does short-term thinking affect our choice of strategy and limit our view?

Q: (p.90)Why is it important for goals to be concrete, specific and measurable?

Q: (p.90)Define goal.

Q: (p.90)What are the three types of goals?

Q: (p.89)What are the most critical precursors for achieving negotiation objectives?

Q: (p.110)Under which of the following questions of protocol would you find a bargaining relationship discussion about procedural issues that should occur before the major substantive ones have been raised? A.What agenda should we follow? B.Where should we negotiate? C.What is the time period of the negotiation? D.What might be done if negotiation fails? E.How will we keep track of what is agreed to?

Q: (p.109)A negotiator should ask which of the following questions when presenting issues to the other party to assemble information? A.What facts support my point of view? B.Whom may I consult or take with to help me elaborate or clarify the facts? C.What is the other party's point of view likely to be? D.How can I develop and present the facts so they are most convincing? E.All of the above questions should be asked.

Q: (p.106)If the other party has a strong and viable alternative, he/she will A.be dependent on achieving a satisfactory agreement B.appear aggressive and hostile in negotiations C.set and push for high objectives D.have unlimited negotiating authority E.all of the above

Q: (p.102)Reactive strategies: A.encourage negotiators to be more flexible and creative B.can efficiently clear up confusion about issues C.will lessen a negotiator's defensive posture D.can make negotiators feel threatened and defensive E.none of the above

Q: (p.101)Which represents the best deal we can possibly hope to achieve? A.Specific target point B.Resistance point C.Alternative D.Asking price E.None of the above

Q: (p.101)Does any of the following represent the point at which we realistically expect to achieve a settlement? A.Specific target point B.Resistance point C.Alternative D.Asking price E.None of the above

Q: (p.100, 101)Which is not true of limits? A.Limits are the point where you should stop the negotiation. B.Limits are also called resistance points. C.Establishing limits is a critical part of planning. D.Limits should be ignored in a bidding war. E.All of the above are true about limits.

Q: (p.100)Interests can be: A.substantive, directly related to the focal issues under negotiation B.process based, related to the manner in which we settle this dispute C.relationship based, tied to the current or desired future relationship between the parties D.based in the intangibles of the negotiation E.all of the above

Q: (p.97)What is the dominant force for success in negotiation? A.A distributive vs. integrative strategy B.The planning that takes place prior to the dialogue C.The discussions that precede planning sessions D.The tactics selected in support of strategic goals E.All of the above

Q: (p.96)Which is not a key step to an ideal negotiation process? A.Preparation B.Relationship Building C.Information Gathering D.Bidding E.All of the above are key steps

Q: (p.96)Getting to know the other party and understanding similarities and differences represents what key step in the negotiation process: A.preparation B.information gathering C.relationship building D.information using E.None of the above

Q: (p.95)Accommodative strategies emphasize: A.Subordinating one's own goals in favor of those of others. B.Secrecy and defensiveness. C.Abandonment of bad images and consideration of ideas based on merit. D.A key attitude of "I win; you lose". E.All of the above.

Q: (p.95)In an accommodative negotiation, the relationships have: A.a short-term focus B.a long-term focus C.may be either short term or long term D.none of the above

Q: (p.95)Characteristics of collaborative strategies include: A.long-term focus B.trust and openness C.efforts to find mutually satisfying solutions D.pursuit of goals held jointly with others E.all of the above

Q: (p.93)Which one of the following is as much a win-lose strategy as competition, although it has a decidedly different image? A.Collaboration B.Avoidance C.Engagement D.Accommodation

Q: (p.93)Avoidance could best be used when: A.negotiation is necessary to meet your needs. B.the time and effort to negotiate are negligible. C.the available alternatives are very strong. D.the only available negotiator is a senior manager. E.all of the above.

Q: (p.93)A strong interest in achieving only the relationship outcomes suggests one, if any, of the following strategies. Which one? A.Competitive B.Accommodation C.Collaborative D.Avoidance E.None of the above

Q: (p.92, 93)A strong interest in achieving only substantive outcomes tends to support which of the following strategies? A.Collaborative B.Accommodating C.Competitive D.Avoidance E.None of the above

Q: (p.91)Which is not a difference between strategy and tactics? A.Scale B.Goals C.Perspective D.Immediacy

Q: (p.90)The less concrete and measurable goals are: A.the harder it is to communicate to the other party what we want B.the easier it is to understand what your opponent wants C.the easier it is to determine whether a particular outcome satisfies our goals D.the harder it is to restate what the initial goal was E.all of the above

Q: (p.90)A negotiator's goals: A.are intrinsically in conflict with his opponent's goals B.have no boundaries or limits C.are explicitly stated wishes D.must be reasonably attainable E.all of the above

Q: (p.89)What are the most critical precursors for achieving negotiation objectives? A.Effective strategizing, planning and preparation B.Goal setting and target planning C.Defining frames and setting goals D.Framing and strategizing E.None of the above

Q: (p.110)In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.

Q: (p.109)Drawing up a firm list of issues before the initial negotiation meeting is a valuable process because it forces negotiators to think through their positions and decide on objectives.

Q: (p.107)In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.

Q: (p.105, 106)It is sufficient to learn about the other party's interests and resources.

Q: (p.105)Gathering information about the other party is a critical step in preparing for negotiation.

Q: (p.104)Context issues (e.g., history of the relationship) can affect negotiation.

Q: (p.103)If intangibles are a key point of the bargaining mix, negotiators must know the point at which they are willing to abandon the pursuit of an intangible in favor of substantial gains on tangibles.

Q: (p.102)It is not possible to evaluate packages the same way as evaluating individual issues.

Q: (p.101)Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility.

Q: (p.100)Interests are what a negotiator wants.

Q: (p.100)Interests may be process-based and relationship-based.

Q: (p.99)It is important to set priorities and possibly assign points for both tangible and intangible issues.

Q: (p.99)Large bargaining mixes allow many possible components and arrangements for settlement.

Q: (p.98)Single-issue negotiations can often be made integrative by working to decrease the number of issues.

Q: (p.97)The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.

Q: (p.96)The objective of "closing the deal" is to build commitment to the agreement.

Q: (p.94)Distributive strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

Q: (p.93)A competitive strategy would be appropriate when the relationship outcome is relatively more important to the strategizer than the substantive outcome.

Q: (p.93)If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

Q: (p.93)The pursuit of only a singular, substantive goal often tends to support the choice of a competitive strategy.

Q: (p.90)If what we want exceeds what the other party is capable of or willing to give, we must either change our goals or end the negotiation.

Q: (p.111)Having a sense of direction and the ____________ derived from it is a very important factor in affecting negotiating outcomes.

Q: (p.111)____________ is the most critically important activity in negotiation.