Deck 12: Conflict Management and Negotiation

Question 1

Confrontation should be used

A) for every conflict, big or small.
B) only after smoothing and integration have been attempted.
C) as a style of first, not last resort.
D) None of the above

Answer 1

C

Question 2

Constructive conflict in groups means that

A) group members must have warm feelings for those in disagreement.
B) conflicting parties can't feel frustrated with each other.
C) conflicting parties can't continue to disagree with each other.
D) conflicting parties work to de-escalate the conflict.

Answer 2

D

Question 3

Competing (power-forcing) style of conflict management in groups

A) should never be used to resolve conflicts.
B) is an assertive style.
C) should be the style of last resort except perhaps in emergency situations.
D) is the most effective style of conflict management when group members have strong disagreements.

Answer 3

C

Question 4

Your group brainstorms several ways to raise additional funds for a campus project beyond what is offered by the college administration. This is an example of which integrative problem solving technique?

A) Bridging
B) Expanding the pie
C) Nominal group technique
D) Reframing

Question 5

Which of the following negotiation strategies is characterized by initially competing or acting tough, then cooperating and relaxing demands?

A) Tit-for-tat
B) Reformed sinner
C) Hard bargaining
D) Principled negotiation

Question 6

A position is different from an interest in negotiation in which of the following ways?

A) Positions are the intangible motivations, and interests are the concrete things we want.
B) Positions are the concrete things we want, and interests are the demands each party in the conflict set as a final offer.
C) Positions are why we want what we want, interests are why we need what we need.
D) Positions are the concrete things we want, interests answer the question why we want what we want.

Question 7

"You have consistently lied to us and distorted the facts during these negotiations" is an example of

A) confrontation method of conflict management.
B) integrative method of conflict management.
C) constructive conflict.
D) None of the above

Question 8

The power-forcing style of conflict management

A) should never be used to resolve conflicts.
B) places primary emphasis on the task dimension and little focus on the social dimension of groups.
C) is an assertive style.
D) should be the style of first choice in most situations.

Question 9

Constructive conflict differs from destructive conflict because constructive conflict

A) escalates issues to reveal deep-seated disagreements.
B) is characterized by supportive communication patterns.
C) seeks a solution to a disagreement that benefits all parties.
D) Both b and c

Question 10

The collaborating style of conflict management includes

A) confrontation.
B) integration.
C) smoothing.
D) All of the above

Question 11

"We don't want to deal with this issue" is an example of _______ style of conflict management?

A) Accommodating
B) Avoiding
C) Confrontation
D) Both a and b

Question 12

"We apologize for our previous comments that characterized your leader as dishonest" is an example of

A) confrontation.
B) yielding.
C) smoothing.
D) accommodating.

Question 13

Someone using the competing, power-forcing style of conflict management shows

A) high concern for task but low concern for relationships in groups.
B) low concern for task but high concern for relationships in groups.
C) medium concern for task but high concern for relationships in groups.
D) None of the above

Question 14

Constructive and destructive anger can be distinguished from each other by which of the following variables?

A) Reciprocation of the anger
B) Asymmetry of the anger
C) Duration of the anger
D) Intensity of the anger

Question 15

A BATNA is

A) Best Alternative to a Negative Agreement.
B) Best Alternative to a Negotiated Agreement.
C) a fallback position when negotiations fail to produce an agreement.
D) a form of hard bargaining.

Question 16

Which of the following is a basic element of principled negotiation?

A) Separating the people from the problem
B) Negotiating on positions, not interests
C) Generating a variety of options
D) Using objective standards to weigh merits and demerits of a proposal

Question 17

Which of the following is a key component of the collaborative style of conflict management?

A) Confrontation
B) Coalitions
C) Compliance
D) Integration

Question 18

Conflict

A) is an expressed struggle.
B) is between interconnected parties.
C) involves perceived incompatible goals.
D) involves interference in attaining desired goals from parties in disagreement.

Question 19

The hard bargainer negotiation strategy is characterized by the bargainer acting tough on interests but easy on positions.

Question 20

Blowing off steam is an effective method for managing one's anger because it vents the anger and keeps it from building to an explosive level.

Question 21

Avoiding/withdrawing may be a useful conflict style in some instances.

Question 22

Bridging and expanding the pie are forms of compromise.

Question 23

Conflicts about routine tasks often have a positive effect on group performance, while conflicts about nonroutine tasks often have a negative effect.

Question 24

Principled negotiation is a form of positional bargaining.

Question 25

All conflicts of interest and disagreements should be confronted in order to resolve the conflict.

Question 26

In general, compromise is the least effective conflict management style.

Question 27

Conflict is always a destructive force in groups.

Question 28

Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change.

Question 29

Accommodating (yielding) is a conflict management style that should be avoided because it is really appeasement and won't produce favorable results for groups.

Question 30

The most appropriate situation to use accommodating (yielding) as a conflict management strategy is when issues are a minor concern to you but major concern to other parties.

Question 31

The collaborating style of conflict management tends to provoke relationship conflict in groups, while the power-forcing style does not.

Question 32

Hard bargaining is a competitive negotiating strategy. Thus, it should never be used if you hope to achieve constructive outcomes in a conflict.

Question 33

Destructive conflict is characterized by dominating, escalating, retaliating, competing, defensive, and inflexible communication patterns.

Question 34

Interest-based bargaining attempts to argue interests of all parties first to clarify where everyone stands on issues of conflict.

Question 35

Power-forcing style of conflict management should never be used to manage a conflict.

Question 36

Agreeing to give up some of what the group desires is called an integrative solution to a conflict of interest.

Question 37

Virtual groups are more likely than face-to-face groups to experience destructive conflict.

Question 38

Overall, virtual groups experience more task and social conflict than face-to-face groups.

Question 39

Power differences among group members may be less prominent, less obvious in virtual groups than in standard groups.

Question 40

Text-only communication may be a better alternative than face-to-face communication when members have a history of being awkward or intimidating.