Question 1

Strong negotiators are willing to walk away from a negotiation when no agreement is better than a poor agreement.

Accepted Answer

Strong negotiators understand the importance of not settling for a poor agreement that doesn't meet their needs or objectives, and are willing to walk away to maintain leverage or seek better opportunities.

Question 2

In any negotiation situation the BATNA is the most optimal outcome.

Accepted Answer

BATNA stands for "Best Alternative to a Negotiated Agreement" and represents the best outcome if negotiations fail, not necessarily the most optimal outcome of the negotiation itself.

Question 3

All negotiations have a value claiming stage.

Accepted Answer

All negotiations involve a stage where parties aim to claim value, as they seek to maximize their own benefits from the agreement.

Question 4

Trust can be built by being honest and sharing information with the other side, which hopefully will lead to reciprocal trust and credible disclosure by the other side.

Accepted Answer

Trust is often established through honesty and transparency, which can encourage the other party to reciprocate with trust and openness.

Question 5

It is important to continue to compare progress in the current negotiation with the target, walkaway, and BATNA.

Accepted Answer

Comparing progress with the target, walkaway, and BATNA helps negotiators assess their position, make informed decisions, and adjust strategies to achieve the best possible outcome.

Question 6

Excellent negotiators understand that negotiation embodies a set of paradoxes-seemingly contradictory elements that actually occur together.

Accepted Answer

Negotiation often involves balancing opposing forces, such as cooperation and competition, or short-term gains and long-term relationships, which can appear contradictory but are essential for successful outcomes.

Question 7

In some negotiations, circumstances do change however legitimate one-time, seize-the-moment deals never occur.

Accepted Answer

One-time, seize-the-moment deals can occur in negotiations when unique opportunities arise that may not be available again, making them legitimate in certain circumstances.

Question 8

Negotiators who do not believe anything that the other party tells them will have a very difficult time reaching an agreement.

Accepted Answer

Trust is essential in negotiations to facilitate communication, understanding, and compromise, which are necessary for reaching an agreement.

Question 9

Integrative skills are called for in the value claiming stage.

Accepted Answer

Integrative skills are typically associated with the value creation stage, where parties collaborate to find mutually beneficial solutions, rather than the value claiming stage, which focuses on dividing existing value.

Question 10

Negotiators who believe everything the other party tells them make themselves vulnerable to being taken advantage of by the other party.

Accepted Answer

Believing everything the other party says without verification can lead to manipulation or deceit, as the other party may not always have honest intentions.

Question 11

Integrative skills are called for in the value claiming stage and distributive skills are useful in value creation.

Accepted Answer

Integrative skills are useful in value creation, as they involve collaboration and finding mutually beneficial solutions. Distributive skills are called for in the value claiming stage, where parties may need to negotiate to determine how to divide up the value that has been created.

Question 12

Negotiators who are completely open and tell the other party everything expose themselves to the risk that the other party will take advantage of them

Accepted Answer

Negotiators who reveal all their information may lose leverage, as the other party can use this information to their advantage, potentially leading to an unfavorable outcome for the open negotiator.

Question 13

Effective negotiators are thoughtful about the distinction between issues of principle, where firmness is essential, and other issues where compromise or accommodation is the best route to a mutually acceptable outcome.

Accepted Answer

Effective negotiators understand that some issues require a firm stance due to their fundamental importance, while others can be negotiated to reach a mutually beneficial agreement.

Question 14

The goal of most negotiations is achieving which of the following?
A) A final settlement
B) A value claiming goal
C) A value creating goal
D) An agreement per se
E) A valued outcome

Accepted Answer

The goal of most negotiations is to achieve a valued outcome, which means reaching an agreement that is beneficial and satisfactory to all parties involved.

Question 15

Typically, the value claiming stage will precede the value creation stage.

Accepted Answer

The value creation stage typically precedes the value claiming stage, as value must be created before it can be claimed or distributed among parties.

Question 16

Distributive skills are called for in the value claiming stage.

Accepted Answer

Distributive skills are required in the value claiming stage because it involves dividing the value created among the stakeholders.

Question 17

Strong preparation is critical to being able to manage the "strategy versus opportunism" paradox.

Accepted Answer

Strong preparation allows individuals and organizations to effectively balance long-term strategic goals with the ability to seize unexpected opportunities, thus managing the paradox between strategy and opportunism.

Question 18

Negotiation is not an ongoing process.

Accepted Answer

Negotiation is an ongoing process as it involves continuous communication and adjustments to reach a mutually acceptable agreement.

Question 19

In the value creation stage, parties work together to expand the resources under negotiation.

Accepted Answer

In the value creation stage, parties collaborate to identify opportunities and strategies that can increase the overall value or resources available, benefiting all parties involved.

Question 20

Little preparation is needed to manage the "strategy versus opportunism" paradox.

Accepted Answer

Managing the "strategy versus opportunism" paradox requires careful planning and preparation to balance long-term goals with the flexibility to seize unexpected opportunities.

Quiz 14: Best Practices in Negotiations