Deck 13: Multiple Parties and Teams

Question 1

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

A) Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically.
B) Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough.
C) Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation.
D) Negotiators can explicitly engage in coalition building as a way to marshal support.
E) Negotiators will have to find satisfactory ways to explain modification of their positions.

Answer 1

C

Question 2

In ____________ technique, after a brainstormed list of solution options is created, group members rank, rate or evaluate the alternatives in terms of the degree to which each alternative solves the problem.

Answer 2

nominal-group

Question 3

In multiparty negotiations, research shows that parties who approached multiple issues simultaneously:

A) achieved lower quality agreements.
B) increased the likelihood of achieving agreement.
C) exchanged less information.
D) have less insight into the preferences and priorities of the other parties at the table.
E) Research shows that parties who approached multiple issues simultaneously achieved all of the above.

Answer 3

B

Question 4

In multiparty negotiations, multiple parties are negotiating together to achieve a ____________ objective or group consensus.

Question 5

What is the result of procedural complexity in multiparty negotiations?

A) The fewer the number of parties, the more complex the decision making process becomes.
B) The increased number of negotiators will streamline the decision making process.
C) Negotiators can ignore the problem of multiple related issues.
D) Negotiators will probably have to devote discussion time to how they will manage the process to arrive at the type of solution or agreement they want.
E) All of the above are the result of procedural complexity in multiparty negotiations.

Question 6

Multiparty negotiations differ from two-party deliberations in which of the following ways?

A) Multiparty negotiations have more negotiators at the table.
B) More issues and more information are introduced than when two parties negotiate.
C) The environment changes from a one-on-one dialogue to small group discussion.
D) The process for multiparty negotiators is more complex than two-party ones.
E) All of the above statements about multiparty negotiations are true.

Question 7

____________ of multiparty negotiations must be sensitive to keeping tight control over the group process while not directly affecting the group's outcome.

Question 8

During the information management phase of multiparty negotiations, ____________ "patrol" the environment and bring in relevant external information that may be useful to the group.

Question 9

One of the most fundamental consequences of increasing the number of parties in a negotiation is that

A) the negotiation situation tends to become less lucid.
B) the negotiation situation tends to become more complex.
C) the negotiation situation tends to become more demanding.
D) there will be more values, interests, and perceptions to be integrated or accommodated.
E) All of the above are fundamental consequences of increasing the number of parties in a negotiation.

Question 10

In a competitive negotiation, parties are likely to use information ____________-sharing very little with other parties, while attempting to gain much information from others

Question 11

Many complex international negotiations give a great deal of time to the question of who will be ____________ and who can speak for others.

Question 12

Multiparty negotiations can be greatly facilitated by the presence of a ____________ chairperson.

Question 13

Polzer, Mannix and Neale argue that ____________ are the most significant force in shaping which parties will enter coalitions with each other in a multiparty negotiation.

Question 14

Negotiators in a multiparty negotiation can explicitly engage in ____________ building as a way to marshal support.

Question 15

Differences are what make multiparty negotiations more complex, challenging, and ____________ to manage.

Question 16

Multiparty negotiations have more ____________ at the table.

Question 17

Remember that the person who does the ____________ often has more power than others, because he or she gets to ____________ the agreement in his or her own language and may bias or selectively remember some points and omit others.

Question 18

The chairman should listen for the emergence of the "____________ coalition" among key members.

Question 19

The drawback, of course, is that many group members may be satisfied with the first solution-either because it already incorporates their views or because the difficulty of achieving it may sap their ____________ for exerting any time and energy to improve it.

Question 20

During the information management phase of multiparty negotiations, ____________ norms reflect the way the group engages in sharing and evaluating the information that is introduced.

Question 21

In the Connect Model and the Requirements for Building a Relationship, what does the "t" stand for?

A) Toss it!
B) Try it!
C) Time it!
D) Track it!
E) Trash it!

Question 22

What is the "illusion of consensus?"

Question 23

The prenegotiation phase of multilateral negotiations

A) is when the parties are employing decision rules and criteria.
B) manages the group process and outcome.
C) is when the chair is appointed.
D) is characterized by lots of informal contact among the parties.
E) All of the above characterize the prenegotiation phase of multilateral negotiations.

Question 24

What are the three key stages and phases that characterize multilateral negotiations?

A) the prenegotiation stage, managing the actual negotiations, and managing the agreement stage.
B) the coalition building stage, the relationship development stage, the networking stage.
C) the coalition building stage, the networking stage, and the actual negotiation stage.
D) the prenegotiation stage, the networking stage, and the managing the agreement stage.
E) None of the above lists the three key stages and phases that characterize multilateral negotiations.

Question 25

Additional parties may be invited to a multiparty negotiation to:

Question 26

How can members of coalitions exert greater strength in multiparty negotiations?

Question 27

In what ways do multiparty negotiations differ from two-party deliberations?

Question 28

When a group wants to achieve a consensus or unanimous decision, the responsibility of the chair is to be constantly attentive to the group process. Identify which of the pointers below for how to chair a multiparty negotiation effectively is not correct.

A) Explicitly describe the role you will take as chair. Assure individual members that they will have an opportunity to make opening statements or other ways of placing their individual concerns and issues on the table.
B) Introduce the agenda or build one based on the group's issues, concerns, and priorities. Be an active gatekeeper.
C) Make logistical arrangements that will help the negotiation process. Listen for interests and commonalities.
D) Introduce unnecessary ground rules or let the parties suggest them to distract. Introduce internal information that will help illuminate the issues and interests.
E) Create or review decision standards and rules. Summarize frequently, particularly when conversation becomes stalled, confused, or tense

Question 29

A moderator who sends out a questionnaire to all parties asking for input is one strategy used to avoid destructive conflict and emotion. That strategy is known as

A) nominal group technique.
B) the Delphi technique.
C) brainstorming.
D) the consensus technique.
E) the compromise technique.

Question 30

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others. The issue about participants can be decided by asking which of the following questions?

A) Whose presence is likely to keep other parties from achieving their objectives?
B) Whose presence is likely to help other parties achieve their objectives?
C) Who could spoil the deal if they were excluded?
D) All of the above questions can help decide who to recognize.
E) None of the above questions will help determine inclusion/exclusion.

Question 31

What challenge does the increased number of negotiators in a multiparty negotiation present?

Question 32

In the prenegotiation phase of multilateral negotiations, issues about participants can be decided on the basis of what questions?

Question 33

Which of the following questions should not be asked as part of the requirements for building a relationship in the connect model?

A) Can we agree to have a constructive conversation?
B) Can our conversation be productive enough to make a difference?
C) Can we restructure the agreement to include the original issue?
D) Can we all commit to making improvements?
E) Can we understand and appreciate each other's perspective?

Question 34

Describe a few of the many reasons why an agenda can be an effective decision aid.

Question 35

During the information management phase, coordinators

A) "patrol" the environment and bring in relevant external information that may be useful to the group.
B) represent a formal link to some important constituency and help to acquire resources the group needs to continue to operate.
C) provide a more formal link between the group members and the constituencies they represent.
D) are specifically designated to keep some information inside the group and assure that there are no leaks or premature disclosures of key information or discussions.
E) Coordinators accomplish all of the above.

Question 36

According to Mulvey, Veiga, and Elsass, what are the most common reasons why group members give up rather than continuing to participate in the group discussion?

Question 37

There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. One of those listed below is not a correct statement. Which one?

A) There are simply more parties involved in the negotiation.
B) More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed.
C) When negotiations become socially more complex, the social norms emerge that affect member participation, which reduces the stronger pressures to conform and suppress disagreement.
D) As the negotiations become procedurally more complex, the parties may have to negotiate a new process that allows them to coordinate their actions more effectively.
E) As the negotiations become more strategically complex, the parties must monitor the moves and actions of several other parties in determining what each will do next.

Question 38

Explain the concept of exchanging relevant information with nongroup members.

Question 39

Considering the many attributes of an effective group, under which one of the following would you find a need to fully explain or define key words or language that may be part of the agreement?

A) Test assumptions and inferences.
B) Focus on interests, not positions.
C) Disagree openly with any member of the group.
D) Agree on the meaning of important words.
E) Keep the discussion focused.

Question 40

Summarize the five ways in which the complexity increases as three or more parties simultaneously engage in negotiation.

Question 41

During the information management phase, what is the role of "guards?"

Question 42

What does research show about interteam negotiations versus solo negotiations?

Question 43

Jenn and Mannix have studied the development and management of conflict over time in high performance task groups and examined three kinds of conflict typical to work groups. What are the three types?

Question 44

Schwartz suggests that four key problem-solving steps occur during the agreement phase. What are the four steps?

Question 45

During the information management phase of multiparty negotiations, what group norms can specifically undermine effective discussions?