Question 1

A tactic used during one negotiation may not be successful or applicable to another negotiation,even with the same counterpart.

Accepted Answer

Each negotiation is unique and involves different factors, goals, and dynamics, so what worked in one negotiation may not work in another one with the same counterpart. Flexibility and adaptability are essential in successful negotiation.

Question 2

Analyzing the other party requires a thorough assessment of the relative strengths and weaknesses of the parties,as well as the particulars for each individual issue to be negotiated.

Accepted Answer

Analyzing the other party in a negotiation certainly requires a thorough assessment of the relative strengths and weaknesses of all parties involved, as well as a detailed understanding of the specific issues and potential solutions being discussed. This process of analysis is typically critical to developing effective negotiation strategies and achieving desirable outcomes for all involved parties.

Question 3

An experienced negotiator should never practice or rehearse before commencing a formal negotiation as it destroys the spontaneity required by the negotiator.

Accepted Answer

A skilled negotiator should always practice and rehearse before a formal negotiation to become familiar with the topic, anticipate arguments, and develop a strategy. However, it is also essential to remain spontaneous during the negotiation and adjust the plan as needed based on the other party's responses.

Question 4

The manner in which a negotiator approaches concession making is an important part of every negotiation strategy.

Accepted Answer

Concession making is a crucial aspect of negotiation, and how negotiators approach it can significantly impact the outcome of the negotiation. Different approaches to concession making can involve varying levels of compromise, assertiveness, and flexibility. Therefore, it is true that the manner in which a negotiator approaches concession making is an important part of every negotiation strategy.

Question 5

An experienced negotiator can wait to establish a BATNA after the negotiation has begun.

Accepted Answer

A BATNA (Best Alternative to a Negotiated Agreement) should be established before the negotiation begins, as it provides a baseline for evaluating proposed agreements and helps the negotiator determine when to walk away from the negotiation. Waiting to establish a BATNA during the negotiation can lead to hasty decisions and poor outcomes.

Question 6

Reaching agreement is the end of the negotiation process.

Accepted Answer

Reaching an agreement is often a key goal in negotiations, but the process may continue with implementation, monitoring, and possibly renegotiation if circumstances change.

Question 7

It is acceptable for a negotiator to give away a concession without getting something of equal or greater value in return.

Accepted Answer

In negotiation, it is generally advised to seek something of equal or greater value in return for a concession to maintain balance and leverage.

Question 8

People seldom show the tendency to fill in the gaps when a discussion encounters silence.

Accepted Answer

People often feel uncomfortable with silence and may fill in gaps in a conversation with small talk, filler words, or irrelevant comments.

Question 9

Experienced negotiators do not need to understand their counterparts through research and experience.

Accepted Answer

Experienced negotiators do need to understand their counterparts through research and experience in order to effectively negotiate and make informed decisions.

Question 10

The bargaining zone represents the heart of the negotiation process,as any proposal or counterproposal offered outside of this range is likely to be rejected by the other party because it is not what he or she is willing to settle for.

Accepted Answer

The bargaining zone is the overlap between the lowest offer a seller is willing to accept and the highest offer a buyer is willing to make. Any proposal or counterproposal offered outside of this range is likely to be rejected by the other party because it does not fall within their zone of potential agreement (ZOPA).

Question 11

There is no likelihood that retaliation or escalation will occur if the power structure shifts unfavorably in the future.

Accepted Answer

It is impossible to predict with certainty how individuals or parties will react to a shift in power. Retaliation and escalation are both potential outcomes in such situations.

Question 12

Referent power is most successful in negotiation when the referents are aware that a counterpart identifies with or has an attraction to them.

Accepted Answer

Referent power is the ability to influence others due to one's personal characteristics, such as charisma, attractiveness, or expertise. It is most effective when the counterpart identifies with or feels an attraction to the person with referent power. Therefore, the statement is true.

Question 13

Many negotiators fail to prepare adequately before entering into a formal negotiation.

Accepted Answer

Many negotiators underestimate the importance of preparation and do not fully research the other party's interests, needs, and goals. This can lead to ineffective negotiation outcomes and missed opportunities.

Question 14

Boulwarism is generally known as bad faith or no-concession bargaining.

Accepted Answer

Boulwarism is a bargaining strategy in which one party refuses to make any concessions or negotiate in good faith. It is generally seen as a negative approach to bargaining.

Question 15

The caveat to the use of the best and final offer negotiation tactic is that the person making the best and final offer must be prepared to actually end the discussion if the other party does not accept the offer.

Accepted Answer

The caveat to best and final offer negotiation tactic is that the person making the offer must be prepared to walk away if the other party does not accept the offer. This is because the whole point of the tactic is to convey that the offer is the best and final one, and there is no room for further negotiation. Therefore, if the other party rejects the offer, the negotiator must be prepared to either accept the rejection or walk away from the negotiation.

Question 16

The effective use of information in a negotiation does not necessarily mean open and complete sharing.

Accepted Answer

In a negotiation, effective use of information may involve selective sharing, withholding or even misrepresenting information strategically to influence the other party's perception and behavior. Open and complete sharing of information may not always be the most effective approach.

Question 17

The issues that are most critical to a supplier are likely to be those most critical to a buyer.

Accepted Answer

Suppliers and buyers often have different priorities; for example, suppliers might prioritize production costs and efficiency, while buyers might be more concerned with product quality, price, and delivery times.

Question 18

A willingness to offer large concessions is always in the best interests of a buyer.

Accepted Answer

While a buyer may want a good deal, offering too many large concessions can signal to the seller that the buyer is desperate or not serious, and may lead to the seller taking advantage of the situation. It is better for the buyer to offer reasonable concessions based on the situation and negotiation.

Question 19

Before actual negotiations begin,the parties need to believe realistically that they can reach an agreement.

Accepted Answer

One of the key factors for successful negotiations is the belief and willingness of the parties involved to reach a mutually acceptable agreement. If the parties do not believe that an agreement can be reached, then the negotiations are likely to fail. Therefore, it is important for both parties to be optimistic and realistic about their ability to come to a successful agreement before negotiations begin.

Question 20

A procurement negotiation seldom affects other stakeholders throughout the organization.

Accepted Answer

Procurement negotiations can often have an impact on other stakeholders within an organization, such as those involved in supply chain management, finance, and operations. The outcome of a procurement negotiation can affect budgets, timelines, and overall strategy, which makes it important to consider the needs and concerns of all stakeholders before making any decisions.

Quiz 13: Negotiation and Conflict Management