Question 1

Seeking power in negotiation usually arises from one of which two perceptions?

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Question 2

How are resources deployed generally speaking?

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Question 3

In which of the following five aspects of network structure would you find the role of a gatekeeper?
A) Centrality.
B) Criticality.
C) Flexibility.
D) Visibility.
E) Coalitions.

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Question 4

Today car-buying customers can enter negotiation armed with accurate facts and figures about a car.Describe how car buyers felt before the age of the Internet.

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Question 5

State the "relational" definition of power as defined by Deutsch.

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Question 6

How can centrality in network be determined?

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Question 7

What is a likely outcome for a negotiator who isn't concerned with power?

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Question 8

The story about the new faculty member who might decide to volunteer to head up the "speakers" program for faculty seminars because it would put him in the center of many communications about the weekly presentations is illustrative of network structure through
A) flexibility.
B) visibility.
C) centrality.
D) coalition.
E) criticality.

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Question 9

The concept of criticality in a communication network involves
A) the degree to which the key individual can exercise discretion in how certain decisions are made or who gains access.
B) how visible the task performance is to others in the organization.
C) the amount of information that passes through a node,the number of transactions that occur through the node,or the degree to which the node is central to managing information.
D) the essentiality of the information that flows through the node to the organization's mission,major task,or key product.
E) None of the above describes criticality in a communication network.

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Question 10

Describe the concept of "power motives."

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Question 11

What is the problem of "dancing with elephants"?

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Question 12

Cooperative goals tend to shape the "power with" orientation,even between superiors and subordinates.These goals induce higher expectations of all but one of the following.Which one?
A) To perform effectively and achieve common objectives.
B) To reinforce or enhance existing power differences.
C) For more assistance and greater support.
D) For more trusting and friendly attitudes.
E) For more persuasion and less coercion.

Accepted Answer

Cooperative goals tend to reduce existing power differences and encourage a "power with" orientation rather than a "power over" orientation. Therefore, it is unlikely that cooperative goals would induce higher expectations for reinforcing or enhancing existing power differences.

Question 13

Why is a BATNA a good source of power?

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Question 14

Describe how strength of ties between individuals in an organization works.

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Question 15

If power is in the eye of the beholder,then how is power effective?

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Question 16

How does location in an organization contribute to power?

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Question 17

Do compliance strategies result in long-term or short-term persuasion? Why?

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Question 18

One way that lower power parties can deal with the big players in business deals and partnerships is by limiting the ways you can do business or who you can do business with and it is an example of one of the following dealings.Which one?
A) Never do an all-or-nothing deal.
B) Make yourself bigger.
C) Build momentum by doing deals in sequence.
D) Constrain yourself.
E) Do what you can to manage the process.

Accepted Answer

By constraining themselves and limiting their options, lower power parties can mitigate the power imbalance in business deals and partnerships. This can include limiting the scope of the deal, the partners they work with, or the terms they are willing to accept. This approach can give them more control over the negotiation process and increase the likelihood of a mutually beneficial outcome.

Question 19

How can the use of threats be effective?

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Question 20

Define legitimate power.

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Quiz 8: Finding and Using Negotiation Power