Deck 17: Managing Negotiation Impasses

Question 1

When there is an impasse,both parties seek to build ____________ for strength or to bring their constituencies into the negotiation.

Answer 1

alliances

Question 2

As conflict intensifies the size and number of the issues ____________.

Answer 2

expand

Question 3

To have a constructive,significant impact on negotiations,____________ goals must be jointly desired by both sides and must not be seen as benefiting one side more than the other.

Answer 3

superordinate

Question 4

Pruitt,Parker and Mikolic propose that ____________ often occurs in response to persistent annoyance of one party by another.

Question 5

Babcock,Wang and Loewenstein found support for the hypothesis that negotiators choose ____________ to reflect a supportive,self-serving bias for their positions.

Question 6

The "blindness of involvement" inhibits the development of ____________ and the ____________ process.

Question 7

Approaches used to de-escalate conflict might also be viewed as efforts to ____________ the conflict away from a focus on differences and toward a focus on commonalities areas.

Question 8

Analogical reasoning is defined as "the ____________ process by which a resemblance,similarity,or correspondence,perceived between two or more things in some respect,suggests that they will probably agree in other ways as well."

Question 9

Spector proposes that the metaphorical process of ____________ reasoning provides considerable power to reframe intractable conflict.

Question 10

Unproductive deliberations usually become highly ____________.

Question 11

____________- the degree to which the conflict divides people,such that they are "backed into a corner" and cannot escape without losing face.

Question 12

Parties in escalated conflict tend to magnify perceived ____________ and to minimize perceived ____________.

Question 13

The desired outcome-fresh ideas and new perspectives-becomes possible by having parties use the analogy to develop a new or amended ____________ orientation to the problem.

Question 14

When a dispute becomes personalized,turning into a win-lose feud between individuals,negotiation loses all hope of ____________.

Question 15

In ____________,one party attempts to put himself or herself in the other's shoes,looking at the issue from the other's perspective.

Question 16

Small conflicts can rapidly become intractable disputes when their resolution is not treated as an isolated event,but instead must be consistent with a broader ____________ or principle.

Question 17

A common ____________ is a negative form of superordinate goal.

Question 18

Procedural ____________ are at stake when parties agree to follow a process they haven't followed before.

Question 19

Like role reversal,____________ is a method for gaining insight into the other party's perspective.

Question 20

Extreme cases of contentious negotiations often result in escalating ____________ and increasing levels of interpersonal ____________.

Question 21

A common result in imaging is that the parties recognize that many differences and areas of conflict are real,and thus they begin to understand those that are real.

Question 22

In the GRIT strategy for synchronized de-escalation,each party makes a concession only when he or she knows that the opposing party will reciprocate in kind.

Question 23

Making demands more specific is making them more rigid;specific demands cannot be reformulated to meet the other's needs.

Question 24

The purpose of cognitive resolution is to change how the parties view the situation.

Question 25

In a negotiation that has become derailed,destructive conflict processes override the negotiation and the parties cannot proceed.

Question 26

The longer the parties debate,the more likely it is that emotions will overrule reason.

Question 27

It is not uncommon for negotiations to become contentious to the point of breakdown.

Question 28

It is in the nature of intergroup negotiations that some adjustment of each party's own identity,or the rigor with which it is adhered to,must be made in order for negotiations to proceed productively.

Question 29

Many negotiations that do not reach impasse can be traced to fundamental value differences between the parties.

Question 30

Replacing an aggressive member of the negotiating team with a quieter member,temporarily or permanently,can signal the other party that one is also willing to change the substance of the negotiation.

Question 31

The longer discussion remains at the level of policy or principle,the more likely it is that the dispute can be successfully resolved.

Question 32

The problem for negotiators in escalated disputes is to develop strategies to contain issue proliferation and reduce the dispute to manageable proportions.

Question 33

Having fewer actors present,or even limiting the conflict to two individuals,will decrease the chances of reaching a favorable settlement.

Question 34

Genuine impasse occurs when parties deliberately refuse to proceed with negotiation as a way to gain leverage or put pressure on the other party to make concessions.

Question 35

According to Babcock,Wang and Loewenstein,the smaller the perceived differences between comparison groups,the greater the likelihood of a breakdown.

Question 36

In active listening,the respondent makes statements of agreement with the other party.

Question 37

Although role reversal will not identify how the other party thinks and feels about the issues,the process can provide useful and surprising insights.

Question 38

Single-issue conflicts are easier to manage because they quickly lead to win-win situations.

Question 39

Skilled negotiators know that by listening to the other person and allowing an expression of feelings,the catharsis will vent emotion and clear the air and may permit negotiations to return to a calmer pace.

Question 40

Symbolic analogies are those in which a party puts himself or herself in the problem situation,attempting to identify with it or empathize with those in the situation.

Question 41

In the imaging process,parties in conflict are asked to engage in the following activities in what order?

A) describe how they see themselves,state how they think the other party would describe them,describe how the other party appears to them,state how they think the other party sees themselves
B) describe how they see themselves,describe how the other party appears to them,state how they think the other party would describe them,state how they think the other party sees themselves
C) describe how the other party appears to them,state how they think the other party sees themselves,describe how they see themselves,state how they think the other party would describe them
D) state how they think the other party would describe them,state how they think the other party sees themselves,describe how they see themselves,describe how the other party appears to them
E) In the imaging process,parties can engage in the above activities in any order they choose.

Question 42

What strategy does Fisher suggest to make options more desirable to the opponent?

A) give them a "yesable" proposal
B) ask for a different decision
C) sweeten the offer
D) use legitimacy or objective criteria to evaluate solutions
E) Fisher suggests all of the above strategies to make options more desirable.

Question 43

Constructive bargaining relationships are typically marked by conditions of

A) high trust.
B) high distrust.
C) high vigilance.
D) high monitoring behaviors.
E) Constructive bargaining relationships are typically not marked by any of the above conditions.

Question 44

In the GRIT strategy for synchronized de-escalation,

A) the party who desires to withdraw from the negotiation initiates the action.
B) unilateral actions are required of both sides.
C) a negotiator makes a concession and states that it is part of a deliberate strategy to reduce tension.
D) each party makes a concession only when he or she knows that the opposing party will reciprocate in kind.
E) All of the above are elements of the GRIT strategy.

Question 45

Babcock,Wang and Loewenstein found that

A) negotiators compare themselves to others whose positions are similar in scope and position to their own.
B) negotiation breakdown or impasses are negatively correlated with perceived differences between the disputants chosen comparison groups.
C) the smaller the perceived differences between comparison groups,the greater the likelihood of a breakdown.
D) negotiators choose comparison groups to reflect a supportive,self-serving bias for their positions.
E) Babcock,Wang and Loewenstein found support for all of the above hypothesis.

Question 46

Schneider suggests what options for handling offensive behavior?

A) ignoring it,confronting it,deflecting it,engaging it
B) ignoring it,manipulating it,responding in kind,engaging it
C) manipulating it,confronting it,responding in kind,engaging it
D) confronting it,deflecting it,responding in kind,engaging it
E) Schneider suggests none of the above options for handling offensive behavior.

Question 47

Which of the following techniques is the least effective in resolving impasses and defusing volatile emotion?

A) separating the parties
B) tension management
C) active listening
D) synchronized de-escalation
E) all of the above techniques aid in resolving impasses

Question 48

Intransigence can be defined as

A) an unwillingness to move to any fall-back position through concession or compromise.
B) the use of concession or compromise to deceive an opponent.
C) a propensity to use distributive bargaining in all negotiation situations.
D) the escalation of power in international negotiations.
E) Intransigence can be defined as all of the above.

Question 49

Which of the following approaches can be used to de-escalate conflict by establishing commonalties or focusing on common objectives?

A) responding in kind
B) confronting offensive behavior
C) imaging
D) establishing superordinate goals
E) None of the above can be used to de-escalate conflict by establishing commonalties or focusing on common objectives.

Question 50

Smyth suggests that the most intractable situations occur

A) when a change in the power balance is at stake,and for which there are firmly agreed-upon social institutions for dealing with the power change.
B) when the power relationship does not change,and for which there are firmly agreed-upon social institutions for dealing with the power change.
C) the perceived need to negotiate simultaneously about change in power and the applicable,appropriate institutions for maintaining that power shift.
D) when the power relationship does not change,and for which there are no agreed-upon social institutions for dealing with the power change.
E) Smyth suggests that the most intractable situations occur in all of the above circumstances.

Question 51

Which of the following are dynamics of highly polarized,unproductive conflict?

A) The atmosphere is charged with anger,frustration,and resentment.
B) Channels of communication are closed or constrained.
C) The original issues at stake have become blurred and ill-defined.
D) The parties tend to perceive great differences in their respective positions.
E) All of the above characterize a highly polarized,unproductive conflict.

Question 52

Direct analogies are those in which

A) the problem is placed or examined in a totally different field of information.
B) the problem is restated in terms of a party's fantasized or wished-for state.
C) a party puts himself or herself in the problem situation,attempting to identify with it or empathize with those in the situation.
D) a different,often graphic image is conjured up to focus attention and provide a starting point for more open discussion.
E) None of the above describes direct analogies.

Question 53

Which of the following results can occur when a negotiation becomes derailed?

A) The parties share interests and opinions.
B) Perceptions become distorted and judgments are biased.
C) Integrative negotiation is effectively used by both parties.
D) The parties maintain open lines of communication.
E) All of the above situations occur when negotiations become derailed.

Question 54

Which is one of the six conflict-reduction strategies that can be applied in contentious situations used to resolve impasses?

A) reinforcing tension in order to escalate hostility to the "breaking point"
B) enhancing the desirability of the options and alternatives that each party presents
C) limiting communications to the minimum necessary for continued negotiations
D) allowing an unlimited number of issues to become part of the negotiations
E) All of the above are conflict reduction strategies that can be used to resolve disputes in difficult negotiations.

Question 55

Role reversal

A) is applicable and useful only in integrative bargaining situations.
B) is only useful in sharpening the differences between actual positions.
C) helps negotiators place themselves in the other party's shoes.
D) gives the negotiator inside information about the opposing negotiator's strategy.
E) None of the above is true of role reversal.

Question 56

Which is not a way parties avoid conflict per Mayer?

A) Aggressive avoidance
B) Passive aggressive avoidance
C) Avoidance through premature problem solving
D) Avoidance through surrogates
E) All are ways parties avoid conflict

Question 57

Promises and offers can be made more attractive in what way?

A) minimizing the attractive qualities of the offer
B) showing how the offer meets your own needs
C) increasing the disadvantages of accepting the offer
D) setting deadlines on offers
E) Promises and offers can be made more attractive in none of the above ways.

Question 58

Which of the following is not one of Fisher's major approaches to fractionating conflict?

A) reduce the number of parties on each side
B) restrict the precedents involved,both procedural and substantive
C) state issues in concrete terms rather than as principles
D) role reversal and imaging processes
E) All of the above encompass Fisher's approaches to fractionating conflict.

Question 59

The collaborative ideal of high trust/low distrust refers to

A) each party's expectations of a competitive motivational orientation from the other.
B) patterns of predictable behavior from each other and will cooperate.
C) minimal commitment to problem-solving behavior.
D) a negotiation which is best suited to distributive bargaining.
E) The collaborative ideal of high trust/low distrust refers to all of the above.

Question 60

Which of the following makes a negotiation more intractable?

A) The parties themselves are well organized
B) The conflict frequently de-escalates
C) The parties themselves are unorganized,loosely connected,and lacking structure
D) The social system from which the parties come is clearly structured
E) There is general consensus on underlying values,but a disagreement on how resources are to be allocated

Question 61

How does a value difference have a particular important influence on the impasse of negotiations?

Question 62

What are superordinate goals?

Question 63

What is the purpose of role reversal?

Question 64

What are personal analogies?

Question 65

What is the most common approach to de-escalating conflict?

Question 66

What is the technique of "active listening?"

Question 67

Why is increasing the number of dimensions an effective tactic in creating integrative frameworks out of polarized positions.

Question 68

Putnam and Wondolleck (2003)suggest that intractable conflicts vary along four dimensions.What are those dimensions?

Question 69

How can the successful use of role reversal or imaging techniques accomplish several things.

Question 70

In Osgood's synchronized de-escalation,what does GRIT stand for?

Question 71

The renegotiation of existing agreements occur frequently and are in response to three situations: (1)postdeal negotiations; (2)intradeal negotiations;and (3)extradeal negotiations.Explain the different situations.

Question 72

What are the six strategies that can be applied in contentious situations?

Question 73

How can a third party or a common enemy be used as a superordinate goal?

Question 74

What are Fisher's major approaches to fractionating conflict?

Question 75

How can parties expand the number of issues involved in a negotiation?

Question 76

Why is intransigence a powerful but dangerous card for a negotiator to play in multilateral negotiations?

Question 77

What is "blindness of involvement?"

Question 78

In carrot-and-stick tactics for motivating workers,how can the carrot be made more attractive rather than enlarging the stick

Question 79

Ron Fortgang,David Lax and James Sebenius suggest that negotiators need to manage the social contract in addition to the economic issues under discussion or the negotiation may derail.What comprises a social contract?

Question 80

What is a "yesable" proposal?