Deck 12: Managing Difficult Negotiations

Question 1

Low-power parties are often in a position to trigger and advance an integrative process.

Answer 1

False

Question 2

Relative power can be a good predictor of how a conflict will evolve.

Answer 2

True

Question 3

Negotiators should not tell the other party that they are aware of what he or she is doing when they use hard tactics.

Answer 3

False

Question 4

A tactic that is ignored is often considered:

A) a tactic defeated
B) a tactic exchanged
C) a tactic reserved
D) a tactic converted

Question 5

Three approaches to correcting a power imbalance include all of the following, except:

A) high-power parties giving power
B) third parties managing the transfer and balance of power.
C) low-power parties relinquishing power
D) low-power parties taking power

Question 6

Responding in kind as a tactic in hardball negotiations is likely to escalate the conflict.

Question 7

Sharing power will facilitate the integrative negotiation process and lead to a better agreement.

Question 8

Hard tactics, in the context of negotiation, are generally considered to be:

A) distributive tactics
B) integrative tactics
C) collaborative tactics
D) repressed tactics

Question 9

Delivering ultimatums is one way to ensure an integrative negotiating approach that will often result in better agreements.

Question 10

One goal of negotiators should be to ensure the broader application of integrative negotiating under appropriate circumstances in order to produce better agreements.

Question 11

Too strict an adherence to a resistance point may deprive a negotiator of creativity and flexibility, which are critical components to the design of an integrative arrangement.

Question 12

As a party managing a negotiation mismatch, you can respond using all of the following, except:

A) Call them on it.
B) Respond in kind.
C) Offer to use distributive methods.
D) Ignore them.

Question 13

For the low-power party in any negotiation, their resistance point becomes inconsequential.

Question 14

Responding when the other side has more power, negotiators can utilize all of the following alternatives, except:

A) Correct the power imbalance.
B) Cultivate their best alternative to a negotiated agreement (BATNA).
C) Introduce ultimatums.
D) Formulate a "trip wire alert system."

Question 15

Negotiators always run the risk of encountering other parties who, for any number of reasons, are difficult negotiators. That difficulty may be intentional or due to:

A) inexperience
B) lack of sophistication
C) philosophical differences
D) inadequate skill

Question 16

Successful negotiation involves the management of and the resolution of _.

A) intangibles; absolutes
B) tangibles; intangibles
C) objectives; absolutes
D) intangibles; tangibles

Question 17

An equitable outcome is an attempt to induce compliance or force concessions from a presumably recalcitrant opponent.

Question 18

All of the following are key factors which fuel the competitive dynamic in negotiations, except:

A) The spotlight
B) Rivalry
C) Time pressure
D) The absence of lawyers

Question 19

The temptation to use hard tactics is inherent in the integrative model of negotiation.

Question 20

The shadow negotiation occurs in parallel with the substantive negotiation.

Question 21

Problems in negotiations can rarely be traced to difficulties in the other party's behavioural style.

Question 22

William Ury's "breakthrough approach" operates on the principle of acting intuitively, requiring users to do what they might naturally do in difficult situations.

Question 23

In a(n) there is a positive correlation between the goal attainments of both parties.

A) distributive situation
B) non-zero-sum situation
C) integrative situation
D) structured situation

Question 24

An exploding offer does not have a specific time limit or deadline attached to it.

Question 25

Which of the following describes an ultimatum whereby one party presents the other with a classic no-win dilemma?

A) Prisoner's dilemma
B) Exploding offer
C) Extortion
D) Verbal espionage

Question 26

Relating to difficult people in negotiation or other highly charged, results-oriented exchanges is a critically important skill.

Question 27

Conflicts involving ultimatums often fall prey to escalation through severe action-reaction spirals.

Question 28

The approach to deal with difficult negotiators described by Weeks outlines the importance of preparation and management capabilities.

Question 29

The five-stage "breakthrough approach" was conceptualized by:

A) R.S. Adler
B) William Ury
C) R. Bramson
D) William Weeks

Question 30

The essence of William Ury's "breakthrough approach" is direct action.

Question 31

When emotions run wild, they can be detrimental to the process, distorting perceptions and diverting attention from the real issues.

Question 32

The pervasive unhappiness resulting from the use of ultimatums will not taint future dealings between the parties.

Question 33

One particular type of ultimatum is the exploding offer.

Question 34

The challenge in the framing stage of the problem is to change the negotiation by proactively reframing the tactics used.

Question 35

Weeks suggests that there are three important elements to the successful management of difficult conversations: clarity, tone, and temperate phrasing.

Question 36

A(n) is an attempt to induce compliance or force concessions from a presumably stubborn opponent.

A) arbitrator
B) BATNA
C) contingency contract
D) ultimatum

Question 37

Temperate phrasing involves choosing language carefully to deliver a message that will provoke the other side.

Question 38

When in the low-power position, it is very important that negotiators:

A) sign a collective agreement
B) bargain without a clear definition of their BATNA
C) cultivate their BATNA
D) propose an ultimatum

Question 39

Which of the following illustrates a way in which the high-power party can transfer power to the other party?

A) Focusing exclusively on the interests of the high-power party
B) Hoarding resources
C) Sharing resources
D) Retaining control over the agenda

Question 40

Confrontation and impending impasse typically elicit negative emotions for both sides.

Question 41

William Ury's "breakthrough approach" suggests all of the following, except:

A) Achieving closure through firm, even-handed use of negotiating power
B) Changing the approach from an integrative one to a distributive to one
C) Creating a favourable negotiation environment by regaining mental balance and controlling one's own behaviour
D) Helping the other party achieve similar balance and control

Question 42

involves choosing language carefully to deliver a message that will not provoke the other side.

A) Hypertensive flexing
B) Disarmament
C) Temperate phrasing
D) Tonal synchronization

Question 43

Which of the following of Ury's strategies is prescribed when you are faced with a natural reaction to the other side's competitive behaviour?

A) Build them a golden bridge
B) Don't reject, reframe
C) Step to the side
D) Go to the balcony

Question 44

What are the three components of an ultimatum?

Question 45

Outline the components of an exploding offer.

Question 46

Some people are invariably difficult and their behaviour follows a predictable and one of the other following patterns. Which one?

A) identifiable
B) confusing
C) contentious
D) aggressive

Question 47

What are the five steps of Ury's "breakthrough approach?"

Question 48

In Ury's strategy for managing difficult negotiations, he sees five challenges: 1) don't react, 2) disarm them, 3) change the game, 4) make it easy for them to say yes, and 5)

A) Make it hard to say no
B) Give in
C) Reject the offer
D) Strike back

Question 49

How does the concept of tone play in the successful management of conversations?

Question 50

Having conversations with difficult people is not easy. Describe three ways of preparation in anticipation of dealing with a difficult conversation.

Question 51

The strategy of disarmament includes:

A) helping the other party think about the consequences of not reaching an agreement.
B) expressing one's own views clearly and considerately.
C) negotiating directly and openly the rules of the negotiation process.
D) providing some distance from the conflict and from one's own emotions.

Question 52

How can a "pressured" party respond to distributive tactics?

Question 53

Which of the following of Ury's strategies is appropriate to overcome the other party's skepticism about the benefits of agreement?

A) Don't reject, reframe
B) Go to the balcony
C) Step to the side
D) Build them a golden bridge

Question 54

What are the advantages of Ury's "go to the balcony" approach?

Question 55

Describe the strategic logic behind the use of an exploding offer as an ultimatum.

Question 56

The subject of how to deal with difficult people in the workplace has received increasing attention in recent years from several authors who have made several valid points in dealing with this type of person. First, everyone can exhibit difficult behaviours or be difficult to deal with at times; some people, however, are invariably difficult, and their behaviour follows predictable and identifiable patterns. What are the other two points?