Essentials of Negotiation 6th Edition Chapter 10 Test Bank

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होम Essentials of Negotiation - Test Bank for sixth edition

Essentials of Negotiation - Test Bank for sixth edition

Roy J. Lewicki, Bruce Barry, David M. Saunders

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Test Bank for Essentials of Negotiation sixth edition

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McGraw-Hill Education

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Test Bank for sixth edition

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Chapter 1 Student: ___________________________________________________________________________  1. People ____________ all the time. ________________________________________ 2. The term ____________ is used to describe the competitive, win-lose situations such as haggling over price that happens at yard sale, flea market, or used car lot. ________________________________________ 3. Negotiating parties always negotiate by _________. ________________________________________ 4. There are times when you should _________ negotiate. ________________________________________ 5. Successful negotiation involves the management of ____________ (e.g., the price or the terms of agreement) and also the resolution of _________. ________________________________________ 6. Independent parties are able to meet their own ____________ without the help and assistance of others. ________________________________________  7. The mix of convergent and conflicting goals characterizes many ____________ relationships. ________________________________________ 8. The ____________ of people's goals, and the ____________ of the situation in which they are going to negotiate, strongly shapes negotiation processes and outcomes. ________________________________________ 9. Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available ______. ________________________________________ 10. When parties are interdependent, they have to find a way to ____________ their differences. ________________________________________ 11. Negotiation is a ____________ that transforms over time. ________________________________________ 12. Negotiations often begin with statements of opening _________. ________________________________________ 13. When one party accepts a change in his or her position, a ____________ has been made. ________________________________________  14. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of ____________ and the dilem; ma of _________. ________________________________________ 15. Most actual negotiations are a combination of claiming and ____________ value processes. ________________________________________ 16. ________________________ is analyzed as it affects the ability of the group to make decisions, work productively, resolve its differences, and continue to achieve its goals effectively. ________________________________________ 17. Most people initially believe that ____________ is always bad or dysfunctional. ________________________________________ 18. The objective is not to eliminate conflict but to learn how to manage it to control the ____________ elements while enjoying the productive aspects. ________________________________________ 19. The two-dimensional framework called the ____________________________________ postulates that people in conflict have two independent types of concern. ________________________________________ 20. Parties who employ the ____________ strategy maintain their own aspirations and try to persuade the other party to yield. ________________________________________  21. Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby. True  False  22. Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated. True  False  23. Negotiation situations have fundamentally the same characteristics. True  False  24. A creative negotiation that meets the objectives of all sides may not require compromise. True  False  25. The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it. True  False  26. It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles. True  False  27. 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. True  False  28. A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments. True  False  29. The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavily influenced by the nature of the interdependence between the parties. True  False  30. 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  False  31. Remember that every possible interdependency has an alternative; negotiators can always say "no" and walk away. True  False  32. 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  False  33. The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations. True  False  34. In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives. True  False  35. Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful. True  False  36. Differences in time preferences have the potential to create value in a negotiation. True  False  37. Conflict doesn't usually occur when the two parties are working toward the same goal and generally want the same outcome. True  False  38. Intragroup conflict occurs between groups. True  False  39. Negotiation is a strategy for productively managing conflict. True  False  40. 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  False  41. Which perspective can be used to understand different aspects of negotiation?  A. economics B. psychology C. anthropology D. law E. All of the above perspectives can be used to understand different aspects of negotiation. 42. To most people the words "bargaining" and "negotiation" are  A. mutually exclusive. B. interchangeable. C. not related. D. interdependent. E. None of the above. 43. A situation in which solutions exist so that both parties are trying to find a mutually acceptable solution to a complex conflict is known as which of the following?  A. mutual gains B. win-lose C. zero-sum D. win-win E. None of the above.  44. Which is not a characteristic of a negotiation or bargaining situation?  A. conflict between parties B. two or more parties involved C. an established set of rules D. a voluntary process E. None of the above is a characteristic of a negotiation. 45. Tangible factors  A. include the price or terms of agreement. B. are psychological motivations that influence the negotiations. C. include the need to look good in negotiations. D. cannot be measured in quantifiable terms. E. None of the above statements describe tangible factors. 46. Which of the following is not an intangible factor in a negotiation?  A. the need to look good B. final agreed upon price on a contract C. the need to appear "fair" or "honorable" D. to maintain a good relationship E. All of the above are intangible factors.  47. Interdependent parties' relationships are characterized by  A. interlocking goals. B. solitary decision making. C. established procedures. D. rigid structures. E. Interdependent relationships are characterized by all of the above. 48. A zero-sum situation is also known by another name of a situation. Which of the following is that?  A. integrative B. distributive C. win-lose D. negotiative E. None of the above. 49. BATNA stands for  A. best alternative to a negotiated agreement. B. best assignment to a negotiated agreement. C. best alternative to a negative agreement. D. best alternative to a negative assignment. E. BATNA stands for none of the above.  50. What are the two dilemmas of negotiation?  A. the dilemma of cost and the dilemma of profit margin B. the dilemma of honesty and the dilemma of profit margin C. the dilemma of trust and the dilemma of cost D. the dilemma of honesty and the dilemma of trust E. None of the above. 51. How much to believe of what the other party tells you  A. depends on the reputation of the other party. B. is affected by the circumstances of the negotiation. C. is related to how he or she treated you in the past. D. is the dilemma of trust. E. All of the above. 52. Satisfaction with a negotiation is determined by  A. the process through which an agreement is reached and the dollar value of concessions made by each party. B. the actual outcome obtained by the negotiation as compared to the initial bargaining positions of the negotiators. C. the process through which an agreement is reached and by the actual outcome obtained by the negotiation. D. the total dollar value of concessions made by each party. E. Satisfaction with a negotiation is determined by none of the above.  53. Which of the following statements about conflict is true?  A. Conflict is the result of tangible factors. B. Conflict can occur when two parties are working toward the same goal and generally want the same outcome. C. Conflict only occurs when both parties want a very different settlement. D. Conflict has a minimal effect on interdependent relationships. E. All of the above statements about conflict are true. 54. In intragroup conflict,  A. sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives that are in conflict with each other. B. conflict occurs between individual people. C. conflict affects the ability of the group to resolve differences and continue to achieve its goals effectively. D. conflict is quite intricate because of the large number of people involved and possible interactions between them. E. None of the above describes intragroup conflict. 55. Which of the following contribute to conflict's destructive image?  A. increased communication B. misperception and bias C. clarifying issues D. minimized differences; magnified similarities E. All of the above contribute to conflict's destructive image.  56. In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level of concern for the other's outcomes are referred to as the  A. cooperativeness dimension and the competitiveness dimension. B. assertiveness dimension and the competitiveness dimension. C. competitiveness dimension and the aggressiveness dimension. D. cooperativeness dimension and the assertiveness dimension. E. None of the above. 57. An individual who pursues his or her own outcomes strongly and shows little concern for whether the other party obtains his or her desired outcomes is using another of the following strategies. Which one?  A. yielding B. compromising C. contending D. problem solving E. None of the above.  58. Negotiators pursuing the yielding strategy  A. show little interest or concern in whether they attain their own outcomes, but are quite interested in whether the other party attains his or her outcomes. B. pursue their own outcome strongly and shows little concern for whether the other party obtains his or her desired outcome. C. shows little interest or concern in whether they attain their own outcomes, and does not show much concern about whether the other party obtains his or her outcomes. D. show high concern for attaining their own outcomes and high concern for whether the other attains his or her outcomes. E. Negotiators pursuing the yielding strategy demonstrate none of the above behaviors. 59. Whereas distributive bargaining is often characterized by mistrust and suspicion, integrative negotiation is characterized by which of the following?  A. obligation and perseverance B. avoidance and compromise C. influence and persuasiveness D. trust and openness E. cognition and emotion 60. What are the three reasons negotiations occur?  61. Is the give-and-take process used to reach an agreement the "heart of the negotiation" as most people assume.  62. Why do parties negotiate by choice?  63. What are the three ways that characterize most relationships between parties?  64. Define "zero-sum" situation.  65. Describe a "mutual gains" situation.  66. What does BATNA stand for?  67. What role do concessions play when a proposal isn't readily accepted?  68. What are concessions?  69. Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.  70. Why should negotiators be versatile in their comfort and use of both value claiming and value creating strategic approaches?  71. Define synergy?  72. Name the four levels of conflict that are commonly identified.  73. Explain how conflict is a potential consequence of interdependent relationships.  74. How does decreased communication contribute as one of the destructive images of conflict in a negotiation?  75. Conflict also has productive aspects and one of those is that conflict encourages psychological development. Elaborate.  76. The Dual Concerns Model is a two-dimensional framework that postulates that people in conflict have two independent types of concern. What are those two types of concerns?  77. Where would you likely to find the concept of "yielding" on the dual concerns model?  78. What are the five major strategies for conflict management (as identified in the Dual Concerns framework)?  Chapter 1 Key 1.  People ____________ all the time. negotiate Lewicki - Chapter 01 #1  2.  The term ____________ is used to describe the competitive, win-lose situations such as haggling over price that happens at yard sale, flea market, or used car lot. bargaining Lewicki - Chapter 01 #2  3.  Negotiating parties always negotiate by _________. choice Lewicki - Chapter 01 #3  4.  There are times when you should _________ negotiate. not Lewicki - Chapter 01 #4  5.  Successful negotiation involves the management of ____________ (e.g., the price or the terms of agreement) and also the resolution of _________. tangibles; intangibles Lewicki - Chapter 01 #5  6.  Independent parties are able to meet their own ____________ without the help and assistance of others. needs Lewicki - Chapter 01 #6  7.  The mix of convergent and conflicting goals characterizes many ____________ relationships. interdependent Lewicki - Chapter 01 #7  8.  The ____________ of people's goals, and the ____________ of the situation in which they are going to negotiate, strongly shapes negotiation processes and outcomes. interdependence; structure Lewicki - Chapter 01 #8  9.  Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available ______. alternative Lewicki - Chapter 01 #9  10.  When parties are interdependent, they have to find a way to ____________ their differences. resolve Lewicki - Chapter 01 #10  11.  Negotiation is a ____________ that transforms over time. process Lewicki - Chapter 01 #11  12.  Negotiations often begin with statements of opening _________. positions Lewicki - Chapter 01 #12  13.  When one party accepts a change in his or her position, a ____________ has been made. concession Lewicki - Chapter 01 #13  14.  Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of ____________ and the dilemma of _________. honesty; trust Lewicki - Chapter 01 #14  15.  Most actual negotiations are a combination of claiming and ____________ value processes. creating Lewicki - Chapter 01 #15  16.  ________________________ is analyzed as it affects the ability of the group to make decisions, work productively, resolve its differences, and continue to achieve its goals effectively. Intragroup conflict Lewicki - Chapter 01 #16  17.  Most people initially believe that ____________ is always bad or dysfunctional. conflict Lewicki - Chapter 01 #17  18.  The objective is not to eliminate conflict but to learn how to manage it to control the ____________ elements while enjoying the productive aspects. destructive Lewicki - Chapter 01 #18  19.  The two-dimensional framework called the ____________________________________ postulates that people in conflict have two independent types of concern. dual concerns model Lewicki - Chapter 01 #19  20.  Parties who employ the ____________ strategy maintain their own aspirations and try to persuade the other party to yield. contending Lewicki - Chapter 01 #20  21.  Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #21  22.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #22  23.  Negotiation situations have fundamentally the same characteristics. TRUE TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #23  24.  A creative negotiation that meets the objectives of all sides may not require compromise. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #24  25.  The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it. TRUE Accessibility: Keyboard Navigation  Lewicki - Chapter 01 #25  26.  It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #26  27.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #27  28.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #28  29.  The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavily influenced by the nature of the interdependence between the parties. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #29  30.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #30  31.  Remember that every possible interdependency has an alternative; negotiators can always say "no" and walk away. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #31  32.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #32  33.  The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #33  34.  In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #34  35.  Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #35  36.  Differences in time preferences have the potential to create value in a negotiation. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #36  37.  Conflict doesn't usually occur when the two parties are working toward the same goal and generally want the same outcome. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #37  38.  Intragroup conflict occurs between groups. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #38  39.  Negotiation is a strategy for productively managing conflict. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 01 #39  40.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 01 #40  41.  Which perspective can be used to understand different aspects of negotiation?  A. economics B. psychology C. anthropology D. law E. All of the above perspectives can be used to understand different aspects of negotiation. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #41  42.  To most people the words "bargaining" and "negotiation" are  A. mutually exclusive. B. interchangeable. C. not related. D. interdependent. E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #42  43.  A situation in which solutions exist so that both parties are trying to find a mutually acceptable solution to a complex conflict is known as which of the following?  A. mutual gains B. win-lose C. zero-sum D. win-win E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #43  44.  Which is not a characteristic of a negotiation or bargaining situation?  A. conflict between parties B. two or more parties involved C. an established set of rules D. a voluntary process E. None of the above is a characteristic of a negotiation. Accessibility: Keyboard Navigation  Lewicki - Chapter 01 #44  45.  Tangible factors  A. include the price or terms of agreement. B. are psychological motivations that influence the negotiations. C. include the need to look good in negotiations. D. cannot be measured in quantifiable terms. E. None of the above statements describe tangible factors. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #45  46.  Which of the following is not an intangible factor in a negotiation?  A. the need to look good B. final agreed upon price on a contract C. the need to appear "fair" or "honorable" D. to maintain a good relationship E. All of the above are intangible factors. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #46  47.  Interdependent parties' relationships are characterized by  A. interlocking goals. B. solitary decision making. C. established procedures. D. rigid structures. E. Interdependent relationships are characterized by all of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #47  48.  A zero-sum situation is also known by another name of a situation. Which of the following is that?  A. integrative B. distributive C. win-lose D. negotiative E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #48  49.  BATNA stands for  A. best alternative to a negotiated agreement. B. best assignment to a negotiated agreement. C. best alternative to a negative agreement. D. best alternative to a negative assignment. E. BATNA stands for none of the above. Accessibility: Keyboard Navigation  Lewicki - Chapter 01 #49  50.  What are the two dilemmas of negotiation?  A. the dilemma of cost and the dilemma of profit margin B. the dilemma of honesty and the dilemma of profit margin C. the dilemma of trust and the dilemma of cost D. the dilemma of honesty and the dilemma of trust E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #50  51.  How much to believe of what the other party tells you  A. depends on the reputation of the other party. B. is affected by the circumstances of the negotiation. C. is related to how he or she treated you in the past. D. is the dilemma of trust. E. All of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #51  52.  Satisfaction with a negotiation is determined by  A. the process through which an agreement is reached and the dollar value of concessions made by each party. B. the actual outcome obtained by the negotiation as compared to the initial bargaining positions of the negotiators. C. the process through which an agreement is reached and by the actual outcome obtained by the negotiation. D. the total dollar value of concessions made by each party. E. Satisfaction with a negotiation is determined by none of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #52  53.  Which of the following statements about conflict is true?  A. Conflict is the result of tangible factors. B. Conflict can occur when two parties are working toward the same goal and generally want the same outcome. C. Conflict only occurs when both parties want a very different settlement. D. Conflict has a minimal effect on interdependent relationships. E. All of the above statements about conflict are true. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #53  54.  In intragroup conflict,  A. sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives that are in conflict with each other. B. conflict occurs between individual people. C. conflict affects the ability of the group to resolve differences and continue to achieve its goals effectively. D. conflict is quite intricate because of the large number of people involved and possible interactions between them. E. None of the above describes intragroup conflict. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #54  55.  Which of the following contribute to conflict's destructive image?  A. increased communication B. misperception and bias C. clarifying issues D. minimized differences; magnified similarities E. All of the above contribute to conflict's destructive image. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #55  56.  In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level of concern for the other's outcomes are referred to as the  A. cooperativeness dimension and the competitiveness dimension. B. assertiveness dimension and the competitiveness dimension. C. competitiveness dimension and the aggressiveness dimension. D. cooperativeness dimension and the assertiveness dimension. E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #56  57.  An individual who pursues his or her own outcomes strongly and shows little concern for whether the other party obtains his or her desired outcomes is using another of the following strategies. Which one?  A. yielding B. compromising C. contending D. problem solving E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #57  58.  Negotiators pursuing the yielding strategy  A. show little interest or concern in whether they attain their own outcomes, but are quite interested in whether the other party attains his or her outcomes. B. pursue their own outcome strongly and shows little concern for whether the other party obtains his or her desired outcome. C. shows little interest or concern in whether they attain their own outcomes, and does not show much concern about whether the other party obtains his or her outcomes. D. show high concern for attaining their own outcomes and high concern for whether the other attains his or her outcomes. E. Negotiators pursuing the yielding strategy demonstrate none of the above behaviors. Accessibility: Keyboard Navigation Lewicki - Chapter 01 #58  59.  Whereas distributive bargaining is often characterized by mistrust and suspicion, integrative negotiation is characterized by which of the following?  A. obligation and perseverance B. avoidance and compromise C. influence and persuasiveness D. trust and openness E. cognition and emotion Accessibility: Keyboard Navigation Lewicki - Chapter 01 #59  60.  What are the three reasons negotiations occur?  Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource, such as land, or property, or time; (2) to create something new that neither party could do on his or her own, or (3) to resolve a problem or dispute between the parties.  Lewicki - Chapter 01 #60  61.  Is the give-and-take process used to reach an agreement the "heart of the negotiation" as most people assume.  While that give-and-take process is extremely important, negotiation is a very complex social process; many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur before the parties start to negotiate, or shape the context  around the negotiation.  Lewicki - Chapter 01 #61  62.  Why do parties negotiate by choice?  That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate.  Lewicki - Chapter 01 #62  63.  What are the three ways that characterize most relationships between parties?  Most relationships between parties may be characterized in one of three ways: independent, dependent, and interdependent.  Lewicki - Chapter 01 #63  64.  Define "zero-sum" situation.  Individuals are so linked together that there is a negative correlation between their goal attainments.  Lewicki - Chapter 01 #64  65.  Describe a "mutual gains" situation.  When parties' goals are linked so that one person's goal achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrative situation, where there is a positive correlation between the goal attainments of both parties.  Lewicki - Chapter 01 #65  66.  What does BATNA stand for?  Best Alternative to a Negotiated Agreement.  Lewicki - Chapter 01 #66  67.  What role do concessions play when a proposal isn't readily accepted?  If the proposal isn't readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others' proposals. Each party's rejoinder usually suggests alterations to the other party's proposal, and perhaps also contains changes to his or her own position. When one party agrees to make a change in his or her position, a concession has been made (Pruitt, 1981). Concessions restrict the range of options within which a solution or agreement will be reached; when a party makes a concession, the bargaining range (the difference between the preferred acceptable settlements) is further constrained.  Lewicki - Chapter 01 #67  68.  What are concessions?  A concession has been made when one party agrees to make a change in his or her position. Concessions restrict the range of options within which a solution or agreement will be reached.  Lewicki - Chapter 01 #68  69.  Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.  In distributive situations negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can. In order to achieve these objectives, negotiators usually employ "win-lose" strategies and tactics. This approach to negotiation  called distributive bargaining  accepts the fact that there can only be one winner  given the situation, and pursues a course of action to be that winner. The purpose of the negotiation is to claim value  that is, to do whatever is necessary to claim the reward, gain the  lion's share, or gain the largest piece possible.  Lewicki - Chapter 01 #69  70.  Why should negotiators be versatile in their comfort and use of both value claiming and value creating strategic approaches?  Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility. There is no single "best", "preferred" or "right" way to negotiate; the choice of negotiation strategy requires adaptation to the situation, as we will explain more fully in the next section on conflict. Moreover, if most negotiation issues/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation.  Lewicki - Chapter 01 #70  71.  Define synergy?  "The whole is greater than the sum of its parts."  Lewicki - Chapter 01 #71  72.  Name the four levels of conflict that are commonly identified.  The four levels of conflict are: 1) intrapersonal or intrapsychic conflict, 2) interpersonal conflict, 3) intragroup conflict, and 4) intergroup conflict.  Lewicki - Chapter 01 #72  73.  Explain how conflict is a potential consequence of interdependent relationships.  Conflict can result from the strongly divergent needs of the two parties, or from misperceptions and misunderstandings. Conflict can occur when the two parties are working toward the same goal and generally want the same outcome, or when both parties want very different outcomes. Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively. In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively.  Lewicki - Chapter 01 #73  74.  How does decreased communication contribute as one of the destructive images of conflict in a negotiation?  Productive communication declines with conflict. Parties communicate less with those who disagree with them, and more with those who agree. The communication that does occur is often an attempt to defeat, demean, or debunk the other's view or to strengthen one's own prior arguments.  Lewicki - Chapter 01 #74  75.  Conflict also has productive aspects and one of those is that conflict encourages psychological development. Elaborate.  It helps people become more accurate and realistic in their self-appraisals. Through conflict, persons take others' perspectives and become less egocentric. Conflict helps persons to believe that they are powerful and capable of controlling their own lives. They do not simply need to endure hostility and frustration but can act to improve their lives.  Lewicki - Chapter 01 #75  76.  The Dual Concerns Model is a two-dimensional framework that postulates that people in conflict have two independent types of concern. What are those two types of concerns?  Concern about their own outcomes (shown on the horizontal dimension of the figure) and concern about the other's outcomes (shown on the vertical dimension of the figure).  Lewicki - Chapter 01 #76  77.  Where would you likely to find the concept of "yielding" on the dual concerns model?  Yielding (also called accommodating or obliging) is the strategy in the upper left-hand corner. Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or her outcomes. Yielding involves lowering one's own aspirations to "let the other win" and gain what he or she wants. Yielding may seem like a strange strategy to some, but it has its definite advantages in some situations.  Lewicki - Chapter 01 #77  78.  What are the five major strategies for conflict management (as identified in the Dual Concerns framework)?  Contending, Yielding, Inaction, Problem Solving, and Compromising.  Lewicki - Chapter 01 #78  Chapter 1 Summary Category  # of Questions  Accessibility: Keyboard Navigation  39  Lewicki - Chapter 01  78  Chapter 2 Student: ___________________________________________________________________________  1. Distributive bargaining is basically a competition over who is going to get the most of a _______________________. ________________________________________ 2. Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the ____________ and ____________ they employ. ________________________________________ 3. The ________________________ is the point beyond which a person will not go and would rather break off negotiations. ________________________________________ 4. The spread between the resistance points is called the _______________________. ________________________________________ 5. A ____________ bargaining range occurs when the buyer's resistance point is above the seller's. ________________________________________ 6. ____________ are important because they give the negotiator power to walk away from any negotiation when the emerging deal is not very good. ________________________________________  7. The package of issues for negotiation is the _______________________. ________________________________________ 8. Central to planning the strategy and tactics for distributive bargaining is effectively locating the other party's _______________________. ________________________________________ 9. The more attractive the other party's alternatives, the more likely he or she will be to maintain a ____________ resistance point. ________________________________________ 10. Selective ____________ reduces the likelihood of making verbal slips or presenting any clues that the other side could use to draw conclusions. ________________________________________ 11. Channeling all communication through a ________________________ reduces inadvertent revelation of information. ________________________________________ 12. In some ways, the ultimate weapon in negotiation is to threaten to _______________________. ________________________________________ 13. To communicate effectively, a negotiator should try to send a consistent message through both an opening ____________ and an opening ___________. ________________________________________  14. If one side is not prepared to make concessions, the other must ____________ or the negotiations will ___________. ________________________________________ 15. An offer that may have been accepted had it emerged as a result of ________________________ may be rejected when it is presented as a fait accompli. ________________________________________ 16. A reasonable initial concession communicates a basic stance of ___________. ________________________________________ 17. Another way to strengthen a commitment and encourage further concessions is to ____________ with one or more prior concessions. ________________________________________ 18. When acting as if the decision to close the deal has already been made, the negotiator is using the ____________________________________ method of closing the agreement. ________________________________________ 19. Most hardball tactics are designed to either ____________ the appearance of the bargaining position of the person using the tactic or to ________________________ the appearance of the options available to the other party. ________________________________________  20. Good ____________ is critical for defending against the lowball/highball (or all) hardball tactics. ________________________________________ 21. The ________________________ tactic occurs when negotiators overwhelm the other party with so much information that they have trouble determining which information is real or important. ________________________________________ 22. ________________________ is a conflict situation wherein parties seek their own advantage through tactics including concealing information, attempting to mislead or using manipulative actions. ________________________________________ 23. Distributive bargaining strategies are the only strategies that are effective in interdependent situations. True  False  24. Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the value obtained in a single deal. True  False  25. The resistance point is the point at which a negotiator would like to conclude negotiations. True  False  26. Both parties to a negotiation should establish their starting, target and resistance point before beginning negotiation. True  False  27. Anything outside the bargaining range will be summarily rejected by one of the negotiators. True  False  28. A negative bargaining range occurs when the buyer's resistance point is above the seller's. True  False  29. Negotiations with a positive settlement range are obvious from the beginning. True  False  30. A resistance point will be influenced by the cost an individual attaches to delay or difficulty in negotiation. True  False  31. 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  False  32. The first step for a negotiator completing a distributive bargaining negotiation is to obtain information about the other party's outcome values and resistance points. True  False  33. In "calculated incompetence," the negotiator is intentionally given false or misleading information to reveal to the other party. True  False  34. 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  False  35. Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers. True  False  36. Parties feel better about a settlement when negotiations involve a progression of concessions. True  False  37. If a major concession has been made on a significant point, it is expected that the return offer will be on the same item or one of similar weight and comparable magnitude. True  False  38. A small concession late in negotiations may indicate that there is little room left to move. True  False  39. It is important to signal to the other party with both actions and words that the concessions are almost over. True  False  40. One way negotiators may convey the message that "this is the last offer" is by making a personalized concession. True  False  41. Hardball tactics work most effectively against powerful, well-prepared negotiators. True  False  42. Hardball tactics are infallible if used properly. True  False  43. To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what it is and how it works. True  False  44. The best response to the chicken tactic is to challenge the other party by responding with one's own chicken tactic, thereby calling the other's bluff. True  False  45. An effective means of countering the intimidation tactic is to ignore it. True  False  46. Distributive bargaining strategies  A. are the most efficient negotiating strategies to use. B. are used in all interdependent relationships. C. are useful in maintaining long term relationships. D. can cause negotiators to ignore what the parties have in common. E. None of the above describes distributive bargaining strategies. 47. The target point is the  A. point at which a negotiator would like to conclude negotiations. B. negotiator's bottom line. C. first offer a negotiator quotes to his opponent. D. initial price set by the seller. E. None of the above describes the target point. 48. Starting points  A. are usually contained in the opening statements each negotiator makes. B. are usually learned or inferred as negotiations get under way. C. are not known to the other party. D. are given up as concessions are made. E. None of the above describes starting points.  49. The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible?  A. bargaining range B. resistance point C. target point D. bargaining mix E. None of the above. 50. The resistance point is established by the ____________ expected from a particular outcome, which is in turn the product of the ____________ and ____________ of an outcome.  A. cost; value; worth B. value; worth; costs C. value; cost; timeliness D. cost; importance; value E. None of the above. 51. The more you can convince the other party that your costs of delay or aborting negotiations are ___________, the more modest will be the other's resistance point.  A. high B. modest C. extreme D. low E. None of the above.  52. The more you can convince the other that you value a particular outcome outside the other's bargaining range, the more pressure you put on the other party to set by one of the following resistance points.  A. high B. low C. modest D. extreme E. None of the above. 53. A large majority of agreements in distributive bargaining are reached when the deadline is  A. near. B. flexible. C. past. D. undefined. E. None of the above. 54. Disruptive action tactics can cause  A. embarrassment. B. increased costs. C. anger. D. escalation of conflict. E. Disruptive action tactics can cause all of the above.  55. The opening stance is  A. another name for the first round of concessions. B. the first price that a buyer quotes to a seller. C. the attitude to adopt during the negotiation. D. a package of concessions. E. All of the above describe the opening stance. 56. The bargaining range is defined by  A. the opening stance and the initial concession. B. the initial round of concessions. C. the bargaining mix and the opening stance. D. the opening offer and the counteroffer. E. The bargaining range is defined by all of the above. 57. What action can be taken after the first round of offers?  A. hold firm B. insist on the original position C. make some concessions D. make no concessions E. All of the above.  58. Good distributive bargainers will  A. begin negotiations with the other party with an opening offer close to their own resistance point. B. ensure that there is enough room in the bargaining range to make some concessions. C. accept an offer that is presented as a fait accompli. D. immediately identify the other party's target point. E. All of the above are actions that good distributive bargainers will take. 59. Parties feel better about a settlement when negotiations involve a(n)  A. immediate settlement. B. single round of concessions. C. progression of concessions. D. fait accompli. E. All of the above. 60. What statement about concessions is false?  A. Concessions are central to negotiations. B. Concessions is another word for adjustments in position. C. Concession making exposes the concession maker to some risk. D. Reciprocating concessions is a haphazard process. E. All of the above statements are true.  61. Concession making  A. indicates an acknowledgment of the other party. B. shows a movement toward the other's position. C. implies a recognition of the legitimacy of the other party's position. D. recognizes the other party's position. E. All of the above are characteristics of concession making. 62. When successive concessions get smaller, the most obvious message is that  A. the negotiator is reaching the fatigue point. B. the resistance point is being approached. C. the concession maker's position is weakening. D. the negotiator has passed the resistance point. E. None of the above. 63. Skilled negotiators may  A. suggest different forms of a potential settlement that are worth about the same to them. B. recognize that not all issues are worth the same amount to both parties. C. frequently save a final small concession for near the end of the negotiation to "sweeten" the deal. D. make the last concession substantial to indicate that "this is the last offer". E. Skilled negotiators may take all of the above actions.  64. Hardball tactics are designed to  A. be used primarily against powerful negotiators. B. clarify the user's adherence to a distributive bargaining approach. C. pressure targeted parties to do things they would not otherwise do. D. eliminate risk for the person using the tactic. E. Hardball tactics are designed to accomplish all of the above. 65. Aggressive behavior tactics include  A. the relentless push for further concessions. B. asking for the best offer early in negotiations. C. asking the other party to explain and justify their proposals item by item. D. forcing the other side to make many concessions to reach an agreement. E. Aggressive behavior tactics include all of the above. 66. The negotiator's basic strategy is to  A. get information about the opposition and its positions. B. reach the final settlement as close to the other's resistance point as possible. C. convince members of the other party to change their minds about their ability to achieve their own goals. D. promote his or her own objectives as desirable, necessary, and inevitable. E. All of the above.  67. Define distributive bargaining.  68. List two situations when distributive bargaining strategies are useful.  69. A negative bargaining range occurs when:  70. How can a negotiation that begins with a negative bargaining range be resolved?  71. What can happen when one or both parties do not think they got the best agreement possible?  72. Define bargaining mix.  73. What are the four important tactical tasks for a negotiator in a distributive bargaining situation?  74. What is the simplest way to screen a position?  75. Define calculated incompetence.  76. Define selective presentation.  77. What negative effect can be caused by using trivial items as distractions or magnifying minor issues?  78. What are the three ways to manipulate the costs of delay in negotiation?  79. Why is it advantageous to make an extreme opening offer?  80. What are the disadvantages of making a more extreme opening offer?  81. What characteristics of original offer, opening stance and opening concession would signal a position of firmness? Of flexibility?  82. What are the advantages of adopting a flexible position?  83. What is the disadvantage of letting the absence of further concessions convey the message of the final offer?  84. What are the risks involved when using hardball tactics?  85. What are the strategies for responding to hardball tactics?  Chapter 2 Key 1.  Distributive bargaining is basically a competition over who is going to get the most of a _______________________. limited resource Lewicki - Chapter 02 #1  2.  Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the ____________ and ____________ they employ. strategies; tactics Lewicki - Chapter 02 #2  3.  The ________________________ is the point beyond which a person will not go and would rather break off negotiations. resistance point Lewicki - Chapter 02 #3  4.  The spread between the resistance points is called the _______________________. bargaining range Lewicki - Chapter 02 #4  5.  A ____________ bargaining range occurs when the buyer's resistance point is above the seller's. positive Lewicki - Chapter 02 #5  6.  ____________ are important because they give the negotiator power to walk away from any negotiation when the emerging deal is not very good. Alternatives Lewicki - Chapter 02 #6  7.  The package of issues for negotiation is the _______________________. bargaining mix Lewicki - Chapter 02 #7  8.  Central to planning the strategy and tactics for distributive bargaining is effectively locating the other party's _______________________. resistance point Lewicki - Chapter 02 #8  9.  The more attractive the other party's alternatives, the more likely he or she will be to maintain a ____________ resistance point. high Lewicki - Chapter 02 #9  10.  Selective ____________ reduces the likelihood of making verbal slips or presenting any clues that the other side could use to draw conclusions. Reticence Lewicki - Chapter 02 #10  11.  Channeling all communication through a ________________________ reduces inadvertent revelation of information. team spokesperson Lewicki - Chapter 02 #11  12.  In some ways, the ultimate weapon in negotiation is to threaten to _______________________. terminate negotiations Lewicki - Chapter 02 #12  13.  To communicate effectively, a negotiator should try to send a consistent message through both an opening ____________ and an opening ___________. offer; stance Lewicki - Chapter 02 #13  14.  If one side is not prepared to make concessions, the other must ____________ or the negotiations will ___________. capitulate; deadlock Lewicki - Chapter 02 #14  15.  An offer that may have been accepted had it emerged as a result of ________________________ may be rejected when it is presented as a fait accompli. concession making Lewicki - Chapter 02 #15  16.  A reasonable initial concession communicates a basic stance of ___________. flexibility Lewicki - Chapter 02 #16  17.  Another way to strengthen a commitment and encourage further concessions is to ____________ with one or more prior concessions. link Lewicki - Chapter 02 #17  18.  When acting as if the decision to close the deal has already been made, the negotiator is using the ____________________________________ method of closing the agreement. assume the close Lewicki - Chapter 02 #18  19.  Most hardball tactics are designed to either ____________ the appearance of the bargaining position of the person using the tactic or to ________________________ the appearance of the options available to the other party. enhance; detract from Lewicki - Chapter 02 #19  20.  Good ____________ is critical for defending against the lowball/highball (or all) hardball tactics. preparation Lewicki - Chapter 02 #20  21.  The ________________________ tactic occurs when negotiators overwhelm the other party with so much information that they have trouble determining which information is real or important. snow job Lewicki - Chapter 02 #21  22.  ________________________ is a conflict situation wherein parties seek their own advantage through tactics including concealing information, attempting to mislead or using manipulative actions. Distributive bargaining Lewicki - Chapter 02 #22  23.  Distributive bargaining strategies are the only strategies that are effective in interdependent situations. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #23  24.  Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the value obtained in a single deal. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #24  25.  The resistance point is the point at which a negotiator would like to conclude negotiations. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #25  26.  Both parties to a negotiation should establish their starting, target and resistance point before beginning negotiation. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #26  27.  Anything outside the bargaining range will be summarily rejected by one of the negotiators. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #27  28.  A negative bargaining range occurs when the buyer's resistance point is above the seller's. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #28  29.  Negotiations with a positive settlement range are obvious from the beginning. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #29  30.  A resistance point will be influenced by the cost an individual attaches to delay or difficulty in negotiation. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #30  31.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 02 #31  32.  The first step for a negotiator completing a distributive bargaining negotiation is to obtain information about the other party's outcome values and resistance points. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #32  33.  In "calculated incompetence," the negotiator is intentionally given false or misleading information to reveal to the other party. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #33  34.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 02 #34  35.  Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #35  36.  Parties feel better about a settlement when negotiations involve a progression of concessions. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #36  37.  If a major concession has been made on a significant point, it is expected that the return offer will be on the same item or one of similar weight and comparable magnitude. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #37  38.  A small concession late in negotiations may indicate that there is little room left to move. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #38  39.  It is important to signal to the other party with both actions and words that the concessions are almost over. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #39  40.  One way negotiators may convey the message that "this is the last offer" is by making a personalized concession. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #40  41.  Hardball tactics work most effectively against powerful, well-prepared negotiators. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #41  42.  Hardball tactics are infallible if used properly. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #42  43.  To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what it is and how it works. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #43  44.  The best response to the chicken tactic is to challenge the other party by responding with one's own chicken tactic, thereby calling the other's bluff. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #44  45.  An effective means of countering the intimidation tactic is to ignore it. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 02 #45  46.  Distributive bargaining strategies  A. are the most efficient negotiating strategies to use. B. are used in all interdependent relationships. C. are useful in maintaining long term relationships. D. can cause negotiators to ignore what the parties have in common. E. None of the above describes distributive bargaining strategies. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #46  47.  The target point is the  A. point at which a negotiator would like to conclude negotiations. B. negotiator's bottom line. C. first offer a negotiator quotes to his opponent. D. initial price set by the seller. E. None of the above describes the target point. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #47  48.  Starting points  A. are usually contained in the opening statements each negotiator makes. B. are usually learned or inferred as negotiations get under way. C. are not known to the other party. D. are given up as concessions are made. E. None of the above describes starting points. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #48  49.  The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible?  A. bargaining range B. resistance point C. target point D. bargaining mix E. None of the above. Accessibility: Keyboard Navigation  Lewicki - Chapter 02 #49  50.  The resistance point is established by the ____________ expected from a particular outcome, which is in turn the product of the ____________ and ____________ of an outcome.  A. cost; value; worth B. value; worth; costs C. value; cost; timeliness D. cost; importance; value E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #50  51.  The more you can convince the other party that your costs of delay or aborting negotiations are ___________, the more modest will be the other's resistance point.  A. high B. modest C. extreme D. low E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #51  52.  The more you can convince the other that you value a particular outcome outside the other's bargaining range, the more pressure you put on the other party to set by one of the following resistance points.  A. high B. low C. modest D. extreme E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #52  53.  A large majority of agreements in distributive bargaining are reached when the deadline is  A. near. B. flexible. C. past. D. undefined. E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #53  54.  Disruptive action tactics can cause  A. embarrassment. B. increased costs. C. anger. D. escalation of conflict. E. Disruptive action tactics can cause all of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #54  55.  The opening stance is  A. another name for the first round of concessions. B. the first price that a buyer quotes to a seller. C. the attitude to adopt during the negotiation. D. a package of concessions. E. All of the above describe the opening stance. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #55  56.  The bargaining range is defined by  A. the opening stance and the initial concession. B. the initial round of concessions. C. the bargaining mix and the opening stance. D. the opening offer and the counteroffer. E. The bargaining range is defined by all of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #56  57.  What action can be taken after the first round of offers?  A. hold firm B. insist on the original position C. make some concessions D. make no concessions E. All of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #57  58.  Good distributive bargainers will  A. begin negotiations with the other party with an opening offer close to their own resistance point. B. ensure that there is enough room in the bargaining range to make some concessions. C. accept an offer that is presented as a fait accompli. D. immediately identify the other party's target point. E. All of the above are actions that good distributive bargainers will take. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #58  59.  Parties feel better about a settlement when negotiations involve a(n)  A. immediate settlement. B. single round of concessions. C. progression of concessions. D. fait accompli. E. All of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #59  60.  What statement about concessions is false?  A. Concessions are central to negotiations. B. Concessions is another word for adjustments in position. C. Concession making exposes the concession maker to some risk. D. Reciprocating concessions is a haphazard process. E. All of the above statements are true. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #60  61.  Concession making  A. indicates an acknowledgment of the other party. B. shows a movement toward the other's position. C. implies a recognition of the legitimacy of the other party's position. D. recognizes the other party's position. E. All of the above are characteristics of concession making. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #61  62.  When successive concessions get smaller, the most obvious message is that  A. the negotiator is reaching the fatigue point. B. the resistance point is being approached. C. the concession maker's position is weakening. D. the negotiator has passed the resistance point. E. None of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #62  63.  Skilled negotiators may  A. suggest different forms of a potential settlement that are worth about the same to them. B. recognize that not all issues are worth the same amount to both parties. C. frequently save a final small concession for near the end of the negotiation to "sweeten" the deal. D. make the last concession substantial to indicate that "this is the last offer". E. Skilled negotiators may take all of the above actions. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #63  64.  Hardball tactics are designed to  A. be used primarily against powerful negotiators. B. clarify the user's adherence to a distributive bargaining approach. C. pressure targeted parties to do things they would not otherwise do. D. eliminate risk for the person using the tactic. E. Hardball tactics are designed to accomplish all of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #64  65.  Aggressive behavior tactics include  A. the relentless push for further concessions. B. asking for the best offer early in negotiations. C. asking the other party to explain and justify their proposals item by item. D. forcing the other side to make many concessions to reach an agreement. E. Aggressive behavior tactics include all of the above. Accessibility: Keyboard Navigation Lewicki - Chapter 02 #65  66.  The negotiator's basic strategy is to  A. get information about the opposition and its positions. B. reach the final settlement as close to the other's resistance point as possible. C. convince members of the other party to change their minds about their ability to achieve their own goals. D. promote his or her own objectives as desirable, necessary, and inevitable. E. All of the above. Accessibility: Keyboard Navigation  Lewicki - Chapter 02 #66  67.  Define distributive bargaining.  A competition over who is going to get the most of a limited resource (often money).  Lewicki - Chapter 02 #67  68.  List two situations when distributive bargaining strategies are useful.  When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.  Lewicki - Chapter 02 #68  69.  A negative bargaining range occurs when:  The seller's resistance point is above the buyer's.  Lewicki - Chapter 02 #69  70.  How can a negotiation that begins with a negative bargaining range be resolved?  If one or both parties are persuaded to change their resistance points, or if someone else forces a solution upon them that one or both parties dislike.  Lewicki - Chapter 02 #70  71.  What can happen when one or both parties do not think they got the best agreement possible?  One party or the other may try to get out of the agreement later or try to recoup losses or get even.  Lewicki - Chapter 02 #71  72.  Define bargaining mix.  The package of issues for negotiation.  Lewicki - Chapter 02 #72  73.  What are the four important tactical tasks for a negotiator in a distributive bargaining situation?  (1) Assess the other party's outcome values and the costs of terminating negotiations; (2) manage the other party's impression of one's own outcome values; (3) modify the other party's perception of his or her own outcome values; (4) manipulate the actual costs of delaying or aborting negotiations.  Lewicki - Chapter 02 #73  74.  What is the simplest way to screen a position?  Say and do as little as possible.  Lewicki - Chapter 02 #74  75.  Define calculated incompetence.  The negotiating agent is not given all of the necessary information, making it impossible for information to be leaked.  Lewicki - Chapter 02 #75  76.  Define selective presentation.  Negotiators reveal only the facts necessary to support their case.  Lewicki - Chapter 02 #76  77.  What negative effect can be caused by using trivial items as distractions or magnifying minor issues?  The other person may become aware of this maneuver and concede on the minor points, thereby gaining the right to demand equally generous concessions on the central points.  Lewicki - Chapter 02 #77  78.  What are the three ways to manipulate the costs of delay in negotiation?  (1) Plan disruptive action; (2) ally with outsiders; (3) manipulate the scheduling of negotiations.  Lewicki - Chapter 02 #78  79.  Why is it advantageous to make an extreme opening offer?  Gives more room for movement in negotiation and therefore more time to learn the other party's priorities. May create the impression that there is a long way to go before a reasonable settlement will be achieved and more concessions than originally intended may have to be made to bridge the difference between the two opening positions.  Lewicki - Chapter 02 #79  80.  What are the disadvantages of making a more extreme opening offer?  It may be summarily rejected by the other party, communicates an attitude of toughness that may be harmful to long-term relationships.  Lewicki - Chapter 02 #80  81.  What characteristics of original offer, opening stance and opening concession would signal a position of firmness? Of flexibility?  Firmness: an extreme original offer, a determined opening stance, and a very small opening concession. Flexibility: a more moderate opening offer, a reasonable cooperative opening stance, and a more generous initial concession.  Lewicki - Chapter 02 #81  82.  What are the advantages of adopting a flexible position?  Can learn about the other party's outcome values and perceived possibilities. Establishes a cooperative rather than combative relationship hoping to get a better agreement. Keeps negotiations going.  Lewicki - Chapter 02 #82  83.  What is the disadvantage of letting the absence of further concessions convey the message of the final offer?  The other party may not recognize at first that the last offer was the final one and might volunteer a further concession to get the other to respond. Finding that no further concession results, the other party may feel betrayed and perceive that the pattern of concession counter concession was violated.  Lewicki - Chapter 02 #83  84.  What are the risks involved when using hardball tactics?  Harm to reputation, Losing the deal, Negative publicity, Dealing with the other party's revenge.  Lewicki - Chapter 02 #84  85.  What are the strategies for responding to hardball tactics?  Ignore them, discuss them, respond in kind, co-opt the other party. Also discussed in the text but not listed specifically: preparation, familiarity with hardball tactics, identification and discussing the tactics, halting the negotiation process, team negotiations.  Lewicki - Chapter 02 #85  Chapter 2 Summary Category  # of Questions  Accessibility: Keyboard Navigation  44  Lewicki - Chapter 02  85  Chapter 3 Student: ___________________________________________________________________________  1. Although the conflict may appear initially to be win-lose to the parties, ____________ and _____________________ will usually suggest win-win alternatives. ________________________________________ 2. Those wishing to achieve integrative results find that they must manage the ____________ and ____________ of the negotiation in order to gain the willing cooperation and commitment of the other party. ________________________________________ 3. Effective ____________ exchange promotes the development of good integrative solutions. ________________________________________ 4. Successful integrative negotiation requires that the negotiators search for solutions that meet the ____________ and ____________ of both (all) sides. ________________________________________ 5. In an integrative negotiation, negotiators must be ____________ about their primary interests and needs, but ___________ about the manner in which these interests and needs are met through solutions. ________________________________________  6. In integrative negotiation, ____________ are measured by the degree to which they meet both negotiators' goals. ________________________________________ 7. The ________________________ step is often the most difficult step in the integrative negotiation process. ________________________________________ 8. As a problem is defined jointly, it should accurately reflect both parties' ____________ and ___________. ________________________________________ 9. For positive problem solving to occur, both parties must be committed to stating the problem in ____________ terms. ________________________________________ 10. Problem definition should specify what ____________ must be overcome for the goal to be attained. ________________________________________ 11. Instead of ____________ solutions, negotiators should develop standards by which potential solutions will be judged for how well they fit. ________________________________________  12. _________ interests are related to how the negotiations unfold. ________________________________________ 13. ________________________ is not directly related to the substantive issues being discussed. ________________________________________ 14. Research has shown that when brainstormers work at the process for a long period of time, the best ideas are most likely to surface during the ____________ part of the activity. ________________________________________ 15. Integrative negotiation solutions should be judged on two major criteria: how ____________ they are, and how ____________ they will be to those who have to implement them. ________________________________________ 16. The strategy of ____________ is effective not only in inventing options, but also as a mechanism to combine options into negotiated packages. ________________________________________ 17. A ____________ goal is one in which both parties work toward a common end but one that benefits each party differently. ________________________________________  18. Those who do not share a belief that they can work together in an integrative negotiation are less willing to invest the time and energy in the potential payoffs of a collaborative relationship and are more likely to assume a ____________ or ____________ approach to conflict. ________________________________________ 19. Integrative negotiation requires negotiators to accept both their own and the other's attitudes, interests and desires as ___________. ________________________________________ 20. For integrative negotiation to succeed, the parties must be motivated to ____________ rather than to compete. ________________________________________ 21. Even cooperatively motivated negotiators have less trust, exchange less information about preferences and priorities, and achieve agreements of lower joint profit when they can ____________ the other party than when they do not have this capability. ________________________________________ 22. People who are interdependent but do not trust each other will act ____________ or ___________. ________________________________________ 23. When people trust each other, they are more likely to share _____________ and to _____________ accurately their needs, positions, and the facts of the situation. ________________________________________  24. When there are strong negative feelings or when one or more parties are inclined to dominate, negotiators may create ___________, ____________ procedures for communication. ________________________________________ 25. In integrative negotiation, the goals of the parties are mutually exclusive. True  False  26. 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  False  27. Integrative agreements have been shown to be facilitated when parties exchanged information about their positions on particular issues, but not necessarily about their priorities on those issues. True  False  28. Parties should enter the integrative negotiation process with few preconceptions about the solution. True  False  29. For positive problem solving to occur, both parties must be committed to stating the problem in neutral terms. True  False  30. An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained. True  False  31. 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. True  False  32. 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  False  33. Intrinsic relationship interests exist when the parties derive positive benefits from the relationship and do not wish to endanger future benefits by souring it. True  False  34. In logrolling, if the parties do in fact 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  False  35. "Expanding the pie" as a method of generating alternative solutions is a complex process, as it requires much more detailed information about the other party than do other methods. True  False  36. Successful bridging requires a fundamental reformulation of the problem such that the parties are no longer squabbling over their positions; instead, they are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs. True  False  37. In generating alternative solutions to the problem, groups should also adopt procedures for defining the problem, defining the interests, and generating options, however, to prevent the group process from degenerating into a win-lose competition or a debating event. True  False  38. In brainstorming, participants are urged to be spontaneous, even impractical, and to censor anyone's ideas (including their own). True  False  39. 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  False  40. Focusing on interests allows parties to move beyond opening positions and demands to determine what the parties really want True  False  what needs truly must be satisfied.  41. When a specific solution must meet the criteria of both quality and acceptability, those evaluating the solution options may have to be prepared to make trade-offs between the two to insure that both criteria are met. True  False  42. Intangibles can lead the negotiator to fight harder to attain a particular solution option if that option satisfies both tangibles and intangibles. True  False  43. A common goal is one in which all parties share the result equally. True  False  44. Negotiators who are firmer about insisting that their own point of view become incorporated into the group solution achieve less integrative agreements than those who are less firm. True  False  45. For successful integrative negotiation to occur, each party should be as interested in the objectives and problems of the other side as each is in his own. True  False  46. Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence to suggest that mistrust inhibits collaboration. True  False  47. Which of the following is not a characteristic of a successful integrative negotiator?  A. honesty and integrity B. an abundance mentality C. seeking mutual exclusivity D. systems orientation E. superior listening skills 48. Which of the following processes is central to achieving almost all integrative agreements?  A. moderating the free flow of information to ensure that each party's position is accurately stated B. exchanging information about each party's position on key issues C. emphasizing the commonalties between the parties D. searching for solutions that maximize the substantive outcome for both parties E. All of the above processes are central to achieving integrative agreements. 49. Which of the following is a major step in the integrative negotiation process?  A. identifying and defining the problem B. understanding the problem and bringing interests and needs to the surface C. generating alternative solutions to the problem D. evaluating and choosing a specific solution E. All of the above are major steps in the integrative negotiation process.  50. In which major step of the integrative negotiation process of identifying and defining the problem would you likely find that if the problem is complex and multifaceted the parties may not even be able to agree on a statement of the problem?  A. define the problem in a way that is mutually acceptable to both sides. B. state the problem with an eye toward practicality and comprehensiveness. C. state the problem as a goal and identify the obstacles to attaining this goal. D. depersonalizing the problem. E. separate the problem definition from the search for solutions. 51. Substantive interests  A. are the interests that relate to the focal issues under negotiation. B. are related to the way we settle the dispute. C. mean that one or both parties value their relationship with each other and do not want to take actions that will damage the relationship. D. regard what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past and should be done in the future. E. All of the above relate to substantive interests. 52. Which of the following statements about interests is true?  A. There is only one type of interest in a dispute. B. Parties are always in agreement about the type of interests at stake. C. Interests are often based in more deeply rooted human needs or values. D. Interests do not change during the course of an integrative negotiation. E. All of the above statements about interests are true.  53. Successful logrolling requires  A. that the parties establish more than one issue in conflict and then agree to trade off among these issues so one party achieves a highly preferred outcome on the first issue and the other person achieves a highly preferred outcome on the second issue. B. no additional information about the other party than his/her interests, and assumes that simply enlarging the resources will solve the problem. C. that one party is allowed to obtain his/her objectives and he/she then "pays off" the other party for accommodating his/her interests. D. a fundamental reformulation of the problem such that the parties are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs. E. Successful logrolling requires all of the above. 54. In nonspecific compensation  A. resources are added in such a way that both sides can achieve their objectives. B. one party achieves his/her objectives and the other's costs are minimized if he/she agrees to go along. C. the parties are able to invent new options that meet each sides' needs. D. one person is allowed to obtain his/her objectives and "pay off" the other person for accommodating his interests. E. All of the above are related to nonspecific compensation.  55. What questions can be asked to facilitate nonspecific compensation?  A. What are the other party's goals and values? B. How can both parties get what they are demanding? C. What issues are of higher and lower priority to me? D. What risks and costs does my proposal create for the other? E. None of the above can be used to facilitate nonspecific compensation. 56. "What are the other's real underlying interests and needs?" is a question that can facilitate the _____________ process.  A. expanding the pie B. logrolling C. nonspecific compensation D. bridging and superordination E. The question should not be used with any of the above processes. 57. In brainstorming  A. individuals work in a large group to select a single optimal solution. B. all solutions are judged and critiqued as they are recorded, and a weighted-average percentage is assigned to each solution. C. parties are urged to be spontaneous and even impractical. D. the success of the approach depends on the item-by-item evaluation and critique of the solutions as presented. E. None of the above is a part of the brainstorming process.  58. When identifying options in an integrative negotiation, solutions are usually attained through:  A. hard work B. information exchange C. focusing on interests rather than positions D. firm flexibility E. Solutions are attained by using all of the above. 59. When confronted with complex problems, or a large number of alternative options, which of the following steps is necessary?  A. broaden the range of solution options B. evaluate solutions on the basis of quality, standards, and acceptability C. decide on criteria while evaluating options D. maintain a focus on the influence of tangibles in selecting options E. All of the above steps should be used when confronted with complex problems. 60. Which guideline should be used in evaluating options and reaching a consensus?  A. keep the range of solution options as wide as possible B. evaluate the solutions on the basis of speed and expediency C. keep detailed records throughout the discussion and evaluation process D. be alert to the influence of intangibles in selecting options E. None of the above should be used in the evaluation process.  61. A common goal is one in which  A. all parties share the result equally. B. the parties work toward a common end but benefit differently. C. all parties work together to achieve some output that will be shared. D. individuals with different personal goals agree to combine them in a collective effort. E. All of the above are characteristics of a common goal. 62. A joint goal is one in which  A. all parties share the result equally. B. the parties work toward a common end but benefit differently. C. individuals with different personal goals agree to combine them in a collective effort. D. all parties work together to achieve some output that will be shared. E. All of the above are characteristics of a common goal. 63. Which of the following is not necessary for integrative negotiation to succeed?  A. Each party should be as interested in the objectives and problems of the other as each is in his/her own  each must assume responsibility for the other's needs and outcomes as well as  for his/her own. B. The parties must be committed to a goal that benefits both of them rather than to pursuing only their own ends. C. The parties must be willing to adopt interpersonal styles that are more congenial than combative, more open and trusting than evasive and defensive, more flexible (but firm) than stubborn (but yielding). D. Needs have to be made explicit, similarities have to be identified, and differences have to be recognized and accepted. E. All of the above are essential for integrative negotiation to succeed.  64. Which of the following is a major characteristic of a presettlement settlement?  A. The settlement results in a firm, legally binding written agreement between the parties. B. It occurs in advance of the parties undertaking a full-scale negotiation. C. The parties intend that the agreement will be replaced by a more clearly delineated long-term agreement which is to be negotiated. D. It resolves only a subset of the issues on which the parties disagree, and may simply establish a framework within which the more comprehensive agreement can be defined and delineated. E. All of the above are characteristics of a presettlement settlement. 65. When people do not trust each other they are more than likely to engage in which of the following behaviors?  A. promoting collaboration B. communicating accurately C. positional bargaining D. committing to a joint solution E. none of the above 66. What must an experienced negotiator manage to achieve successful integrative outcomes?  67. What are the four major steps in the integrative negotiation process?  68. How should the problem statement be constructed?  69. How can personal preferences get in the way of integrative negotiations?  70. How should integrative negotiators separate the problem definition from the search for solutions?  71. Identify and define the four types of interests.  72. What is the benefit of bringing different interests to the surface?  73. What two approaches can be used to generate alternative solutions?  74. Define "nonspecific compensation."  75. Define "bridging."  76. What rules should be observed to facilitate successful brainstorming?  77. What is a disadvantage to brainstorming over surveys?  78. What tactics can be used to communicate firm flexibility to an opponent?  79. What guidelines should be used in evaluating options and reaching a consensus?  80. Why should criteria be decided in advance of evaluating options?  81. What approaches to logrolling can be particularly helpful in the "evaluation and selection of alternatives" phase of integrative negotiation?  82. What are the potential pitfalls of voting on final agreements or packages?  83. What are the preconditions necessary for the integrative negotiation process?  84. How can motivation and commitment to problem solving be enhanced?  85. Define presettlement settlements.  86. Why is analogical learning an especially powerful way to learn about integrative negotiation?  Chapter 3 Key 1.  Although the conflict may appear initially to be win-lose to the parties, ____________ and _____________________ will usually suggest win-win alternatives. discussion; mutual exploration Lewicki - Chapter 03 #1  2.  Those wishing to achieve integrative results find that they must manage the ____________ and ____________ of the negotiation in order to gain the willing cooperation and commitment of the other party. context; process Lewicki - Chapter 03 #2  3.  Effective ____________ exchange promotes the development of good integrative solutions. information Lewicki - Chapter 03 #3  4.  Successful integrative negotiation requires that the negotiators search for solutions that meet the ____________ and ____________ of both (all) sides. needs; objectives Lewicki - Chapter 03 #4  5.  In an integrative negotiation, negotiators must be ____________ about their primary interests and needs, but ___________ about the manner in which these interests and needs are met through solutions. firm; flexible Lewicki - Chapter 03 #5  6.  In integrative negotiation, ____________ are measured by the degree to which they meet both negotiators' goals. outcomes Lewicki - Chapter 03 #6  7.  The ________________________ step is often the most difficult step in the integrative negotiation process. problem identification Lewicki - Chapter 03 #7  8.  As a problem is defined jointly, it should accurately reflect both parties' ____________ and ___________. needs; priorities Lewicki - Chapter 03 #8  9.  For positive problem solving to occur, both parties must be committed to stating the problem in ____________ terms. neutral Lewicki - Chapter 03 #9  10.  Problem definition should specify what ____________ must be overcome for the goal to be attained. obstacles Lewicki - Chapter 03 #10  11.  Instead of ____________ solutions, negotiators should develop standards by which potential solutions will be judged for how well they fit. premature Lewicki - Chapter 03 #11  12.  _________ interests are related to how the negotiations unfold. Process Lewicki - Chapter 03 #12  13.  ________________________ is not directly related to the substantive issues being discussed. Nonspecific compensation Lewicki - Chapter 03 #13  14.  Research has shown that when brainstormers work at the process for a long period of time, the best ideas are most likely to surface during the ____________ part of the activity. latter Lewicki - Chapter 03 #14  15.  Integrative negotiation solutions should be judged on two major criteria: how ____________ they are, and how ____________ they will be to those who have to implement them. good; acceptable Lewicki - Chapter 03 #15  16.  The strategy of ____________ is effective not only in inventing options, but also as a mechanism to combine options into negotiated packages. logrolling Lewicki - Chapter 03 #16  17.  A ____________ goal is one in which both parties work toward a common end but one that benefits each party differently. shared shared Lewicki - Chapter 03 #17  18.  Those who do not share a belief that they can work together in an integrative negotiation are less willing to invest the time and energy in the potential payoffs of a collaborative relationship and are more likely to assume a ____________ or ____________ approach to conflict. contending; accommodating Lewicki - Chapter 03 #18  19.  Integrative negotiation requires negotiators to accept both their own and the other's attitudes, interests and desires as ___________. valid Lewicki - Chapter 03 #19  20.  For integrative negotiation to succeed, the parties must be motivated to ____________ rather than to compete. collaborate Lewicki - Chapter 03 #20  21.  Even cooperatively motivated negotiators have less trust, exchange less information about preferences and priorities, and achieve agreements of lower joint profit when they can ____________ the other party than when they do not have this capability. punish Lewicki - Chapter 03 #21  22.  People who are interdependent but do not trust each other will act ____________ or ___________. tentatively; defensively Lewicki - Chapter 03 #22  23.  When people trust each other, they are more likely to share _____________ and to _____________ accurately their needs, positions, and the facts of the situation. information; communicate Lewicki - Chapter 03 #23  24.  When there are strong negative feelings or when one or more parties are inclined to dominate, negotiators may create ___________, ____________ procedures for communication. formal; structured Lewicki - Chapter 03 #24  25.  In integrative negotiation, the goals of the parties are mutually exclusive. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #25  26.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #26  27.  Integrative agreements have been shown to be facilitated when parties exchanged information about their positions on particular issues, but not necessarily about their priorities on those issues. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #27  28.  Parties should enter the integrative negotiation process with few preconceptions about the solution. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #28  29.  For positive problem solving to occur, both parties must be committed to stating the problem in neutral terms. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #29  30.  An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #30  31.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #31  32.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #32  33.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #33  34.  In logrolling, if the parties do in fact 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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #34  35.  "Expanding the pie" as a method of generating alternative solutions is a complex process, as it requires much more detailed information about the other party than do other methods. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #35  36.  Successful bridging requires a fundamental reformulation of the problem such that the parties are no longer squabbling over their positions; instead, they are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #36  37.  In generating alternative solutions to the problem, groups should also adopt procedures for defining the problem, defining the interests, and generating options, however, to prevent the group process from degenerating into a win-lose competition or a debating event. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #37  38.  In brainstorming, participants are urged to be spontaneous, even impractical, and to censor anyone's ideas (including their own). FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #38  39.  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 Accessibility: Keyboard Navigation Lewicki - Chapter 03 #39  40.  Focusing on interests allows parties to move beyond opening positions and demands to determine what the parties really want  what needs truly must be satisfied.  TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #40  41.  When a specific solution must meet the criteria of both quality and acceptability, those evaluating the solution options may have to be prepared to make trade-offs between the two to insure that both criteria are met. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #41  42.  Intangibles can lead the negotiator to fight harder to attain a particular solution option if that option satisfies both tangibles and intangibles. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #42  43.  A common goal is one in which all parties share the result equally. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #43  44.  Negotiators who are firmer about insisting that their own point of view become incorporated into the group solution achieve less integrative agreements than those who are less firm. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #44  45.  For successful integrative negotiation to occur, each party should be as interested in the objectives and problems of the other side as each is in his own. FALSE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #45  46.  Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence to suggest that mistrust inhibits collaboration. TRUE Accessibility: Keyboard Navigation Lewicki - Chapter 03 #46  47.  Which of the following is not a characteristic of a successful integrative negotiator?  A. honesty and integrity B. an abundance mentality C. seeking mutual exclusivity D. systems orientation E. superior listening skills Accessibility: Keyboard Navigation Lewicki - Chapter 03 #47  48.  Which of the following processes is central to achieving almost all integrative agreements?  A. moderating the free flow of information to ensure that each party's position is accurately stated B. exchanging information about each party's position on key issues C. emphasizing the commonalties between the parties D. searching for solutions that maximize the substantive outcome for both parties E. All of the above processes are central to achieving integrative agreements. Accessibility: Keyboard Navigation Lewicki - Chapter 03 #48  49.  Which of the following is a major step in the integrative negotiation process?  A. identifying and defining the problem B. understanding the problem and bringing interests and needs to the surface C. generating alternative solutions to the problem D. evaluating and choosing a specific solution E. All of the above are major steps in the integrative negotiation process. Accessibility: Keyboard Navigation Lewicki - Chapter 03 #49  50.  In which major step of the integrative negotiation process of identifying and defining the problem would you likely find that if the problem is complex and multifaceted the parties may not even be able to agree on a statement of the problem?  A. define the problem in a way that is mutually acceptable to both sides. B. state the problem with an eye toward practicality and comprehensiveness. C. state the problem as a goal and identify the obstacles to attaining this goal. D. depersonalizing the problem. E. separate the problem definition from the search for solutions. Accessibility: Keyboard Navigation Lewicki - Chapter 03 #50  51.  Substantive interests  A. are the interests that relate to the focal issues under negotiation. B. are related to the way we settle the dispute. C. mean that one or both parties value their relationship with each other and do not want to take actions that will damage the relationship. D. regard what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past and should be done in the futur

Essentials of Negotiation 6th Edition Chapter 10 Test Bank

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