Deck 4: Negotiation: Planning and Strategy

Question 1

The dominant force for success in negotiation is in the planning that takes place prior to the dialogue.

Answer 1

True

Question 2

Target setting often requires considering how to package several issues and objectives.

Answer 2

True

Question 3

The less concrete and measurable goals are:

A) the harder it is to communicate to the other party what we want
B) the easier it is to determine whether a particular outcome satisfies our goals
C) the harder it is to restate what the initial goal was
D) the easier it is to understand what your opponent wants

Answer 3

A

Question 4

A "field analysis" is one way to assess all the key parties in a negotiation.

Question 5

Negotiators who propose agendas unilaterally face less risk.

Question 6

In new bargaining relationships, discussions about these procedural issues should occur before the major substantive issues are raised.

Question 7

In an integrative negotiation, the other party may be less likely to disclose information, and/or may misrepresent their limits and alternatives.

Question 8

People downplay the importance of preparation because they think it takes too much time.

Question 9

Selecting a neutral place to conduct negotiations will minimize the potential that either side will have a home turf advantage.

Question 10

Multiple-issue negotiations lend themselves more to distributive negotiations.

Question 11

The dominant force for success in negotiation is in the dialogue that takes place prior to the planning.

Question 12

Assumptions are potential hurdles that can move one in the wrong direction.

Question 13

Limits are the points where you decide that you should stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Question 14

A single planning process can be followed for both a distributive and an integrative process.

Question 15

A selling point is the place where you decide that you should absolutely stop the negotiation rather than continue because any settlement beyond this point is not minimally acceptable.

Question 16

Goals cannot be intangible nor procedural.

Question 17

Intangible issues are often easy to discuss and rank-order.

Question 18

Which of the following statements is true concerning the relationship between wants and goals?

A) Wants may be related to interests or needs that motivate goals, but they are not goals themselves.
B) Wants cannot be measured, whereas goals are explicitly measurable.
C) Wants must be attainable, while goals may be unattainable.
D) Wants and goals are the same thing in negotiation situations.

Question 19

Alternatives are other agreements negotiators could achieve and still meet their needs.

Question 20

Effective goals must be concrete, specific, and preferably measurable.

Question 21

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

Question 22

Gathering information about the other party is a critical step in preparing for negotiation.

Question 23

What represents the best deal we can possibly hope to achieve?

A) Alternative
B) Asking price
C) Specific target point
D) Resistance point

Question 24

Interests are those items that a negotiator wants.

Question 25

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

Question 26

What is the dominant force for success in negotiation?

A) A distributive negotiation strategy
B) The tactics selected in support of strategic goals
C) The discussions that precede planning sessions
D) The planning that takes place prior to the dialogue

Question 27

In new bargaining relationships, discussions about procedural issues should occur after the major substantive issues are raised.

Question 28

If the other party has a strong and viable alternative, he/she will:

A) appear aggressive and hostile in negotiations
B) set and push for high objectives
C) be dependent on achieving a satisfactory agreement
D) have unlimited negotiating authority

Question 29

All negotiations consist of multiple issues.

Question 30

What is the point at which we realistically expect to achieve a settlement?

A) Asking price
B) Alternative
C) Resistance point
D) Specific target point

Question 31

Large bargaining mixes allow many possible components and arrangements for settlement.

Question 32

Interests can be all of the following, except:

A) based only on the tangible items of the negotiation.
B) process-based, related to the manner in which we settle this dispute.
C) tied to the relationship-based current or desired future relationship between the parties.
D) substantive, directly related to the focal issues under negotiation.

Question 33

All of the following are true when describing limits, except:

A) They should be ignored in a bidding war.
B) They are the point where you should stop the negotiation.
C) Establishing them is a critical part of planning.
D) They are also called resistance point.

Question 34

The number of issues in a negotiation, together with the relationship between the negotiator and the other party, is often the primary determinant of whether to use a distributive or integrative strategy.

Question 35

Reactive strategies:

A) will lessen a negotiator's defensive posture
B) can efficiently clear up confusion about issues
C) can make negotiators feel threatened and defensive
D) encourage negotiators to be more flexible and creative

Question 36

It is important to set priorities and consider using a point system for both tangible and intangible issues.

Question 37

Interests may be both process-based and relationship-based.

Question 38

If intangibles are a key point of the bargaining mix, negotiators must know the point at which they are willing to abandon the pursuit of an intangible in favour of substantial gains on tangibles.

Question 39

In a distributive negotiation, the other party may be less likely to disclose information about their limits and alternatives.

Question 40

It is not possible to evaluate packages the same way as evaluating individual issues.

Question 41

In which of the following strategies is the primary motivation to maximize the joint outcome?

A) Accommodative Negotiation
B) Avoidance
C) Collaboration (Integrative Negotiation)
D) Competition (Distributive Bargaining)

Question 42

The decision to negotiate is closely related to the desirability of available alternatives.

Question 43

If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy.

Question 44

A negotiator's unilateral choice of strategy is reflected in the answers to two simple questi
1. How much concern does the actor have for achieving the substantive outcomes at stake negotiation?
2. How much concern does the negotiator have for the current and future quality of the relationship with the other party?

Question 45

Which of the following is a win-lose strategy, similar to that of competition, while having a very different image?

A) Engagement
B) Collaboration
C) Avoidance
D) Accommodation

Question 46

A strong interest in achieving only substantive outcomes tends to support an integrative strategy.

Question 47

Which of the following engagement strategies has only a long-term focus, where parties expect to work together in the future?

A) Distributive
B) Collaboration
C) Accommodative
D) Competition

Question 48

Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.

Question 49

Which of the following engagement strategies has only a short-term focus, where parties do not expect to work together in the future?

A) Collaboration
B) Accommodative
C) Competition
D) Integrative negotiation

Question 50

A strong interest in achieving only substantive outcomes tends to support what kind of strategy?

A) Avoidance
B) Accommodating
C) Collaborative
D) Competitive

Question 51

Which of the following engagement strategies has a long-term focus where parties expect to work together in the future?

A) Accommodative
B) Collaboration
C) Competition
D) Distributive

Question 52

A competitive strategy would be appropriate when the relationship outcome is relatively more important to the negotiator than the substantive outcome.

Question 53

All of the following distinguish strategy from tactics, except:

A) Perspective
B) Immediacy
C) Scale
D) Goals

Question 54

Avoidance could best be used when:

A) the available alternatives are very strong
B) the time and effort to negotiate are negligible
C) the only available negotiator is a senior manager.
D) negotiation is necessary to meet your needs

Question 55

Planning is critically the most important activity in negotiation.

Question 56

In which of the following strategies is the key attitude, "You win, I lose"?

A) Accommodative Negotiation
B) Competition (Distributive Bargaining)
C) Collaboration (Integrative Negotiation)
D) Avoidance

Question 57

In which of the following engagement strategies is there usually a variable amount of resources to be divided?

A) Competition
B) Integrative negotiation
C) Accommodative
D) Distributive negotiation

Question 58

What are the most critical precursors for achieving negotiation objectives?

A) Framing and strategizing
B) Effective strategizing, planning, and preparation
C) Defining frames and setting goals
D) Goal setting and target planning

Question 59

A strong interest in achieving only the relationship outcomes suggests what kind of strategy?

A) Avoidance
B) Collaborative
C) Accommodation
D) Competitive

Question 60

Co-operative strategies tend to create "we-they" or "superiority-inferiority" patterns, which often lead to distortions in judgment regarding the other side's contributions and efforts, and to distortions in perceptions of the other side's values, needs, and positions.

Question 61

What are the three types of goals?

Question 62

Why is it important for goals to be concrete, specific and measurable?

Question 63

Define strategy and tactics.

Question 64

What are the advantages and disadvantages of large bargaining mixes?

Question 65

What are the four types of initial strategies for negotiators?

Question 66

What is likely to happen to a negotiator who resolves procedural issues before the major substantive ones are raised?

Question 67

What is the primary goal in the use of the strategy of accommodation?

Question 68

Why is note taking critical?

Question 69

What are the advantages and disadvantages of limiting a negotiator's authority?

Question 70

Why may bargainers want to consider "giving away something for nothing?"

Question 71

What is a drawback of accommodation strategies?

Question 72

What specific steps are involved in effective planning?

Question 73

What strategic negotiation purposes can be served by avoidance?

Question 74

How does the single episodic assumption affect our choice of strategy?

Question 75

Characteristics of collaborative strategies include all of the following, except:

A) trust and openness
B) long-term focus
C) efforts to find mutually satisfying solutions
D) pursuit of individual goals

Question 76

Define goal.

Question 77

Define bargaining mix.

Question 78

Indicate the position of each of the four engagement strategies in the Dual Concerns Model.

Question 79

What information do we need about the other party to prepare effectively?

Question 80

Contrast the types of negotiations most appropriate for single-issues negotiations compared with multiple-issue negotiations.