Chapter 8 Interpersonal Negotiation
EXAM QUESTIONS:
Chapter 8
True/False
Multiple Choice Questions
1. Which of the following is a basic assumption of distributive negotiation?
a. Interdependence is recognized and enhanced.
b. The negotiating world is controlled by enlightened self-interest.
c. The underlying motivation of negotiation is competitive.
d. The goal of negotiation is to ensure that everyone wins equally.
e. Common interests are valued and sought in negotiations.
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2. Which of the following is a potentially constructive way to balance power in a negotiation?
a. Hiring a mediator to help you
b. Beginning to avoid people who we perceive to have higher power
c. Using your skills in manipulation
d. Feigning ignorance
e. Focusing on your own needs and tasks
3. Which of the following is not a basic assumption of integrative negotiation?
a. Common interests are valued and sought.
b. Interdependence is recognized and enhanced.
c. Limited resources do not exist.
d. The goal is a mutually agreeable solution that is fair to all.
e. The negotiating world is controlled by enlightened self-interest.
4. Which of the following is a disadvantage of integrative bargaining?
a. The bias toward cooperation may result in internal pressure to compromise when you
don’t really want to.
b. It can avoid confrontation.
c. There is an increased vulnerability to deception and manipulation by a competitive
opponent.
d. It requires substantial process knowledge and skill to be effective.
e. All of the answers are correct.
5. Which of the following statements is false about assessing interests in negotiations?
a. If you don’t ask what the other’s interests are, you are likely to be off base.
b. Parties in conflict often assume they know the interests of the other.
c. Taking a firm position suggests several interests typically underlie it.
d. Parties always have multiple interests.
e. Relational and identity issues are rarely important in negotiations.
6. From a competitive approach, principled negotiation may appear weak. According to the
authors of your text, strength or toughness comes in the form of:
a. accommodating the other person in a negotiation.
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b. firm flexibility.
c. standing up for your principles at all costs.
d. relying on criteria established by others.
e. inherent interests.
7. Why is “expanding the pie” an effective way of negotiating collaboratively?
a. It threatens both parties into giving up their piece of the pie.
b. Someone is always “hungrier.”
c. It attempts to expand scarce resources available by altering the conflict structure.
d. People become more entrenched in their “positions.”
e. The playing field is “leveled.”
8. Which of the following is a type of nonspecific compensation that invents new options to meet
the other sides’s needs in a negotiation?
a. Patterning
b. Bridging
c. Cost cutting
d. Obliging
e. Stonewalling
9. Collaborative conflict management requires:
a. one person to give up his or her needs.
b. one person to have more power than the other.
c. people involved in the conflict to give up something important.
d. too much time to be effective.
e. all parties to give their best communication efforts.
10. Which of the following is not true of competitive bargainers?
a. They will make high opening demands and concede slowly.
b. They will recognize and enhance interdependence.
c. They will exaggerate the value of concessions that are offered.
d. They will try to resist persuasion on issues.
e. All of the answers are correct.
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11. Your sweater company is having an unusually large amount of business due to an extremely
cold winter. Your boss expects you to keep up with your work, but won’t allow overtime because
of cost cutting throughout the company. You suggest that they hire another person, although you
realize the large volume of business is temporary. When you discuss this with your boss, you
both decide that your boss can help you temporarily, thus finding an inexpensive solution to your
problem. This is an example of which communication pattern?
a. Logrolling
b. Cost cutting
c. Bridging
d. Compromising
e. Competing
Short-Answer/Essay Questions
1. How does a person move from competitive to collaborative negotiations? What might you do
if you take a collaborative stance and the other takes a competitive stance?
2. Describe how cultural assumptions of negotiation can be problematic. What suggestions do
you have for managing potential problems?
3. Explain how power interacts with gender in situations of competitive negotiation.
4. Recount a recent public conflict and identify the ways in which parties used destructive
strategies in an attempt to equalize or at least come close to balancing power.
5. What are the disadvantages of competitive negotiation?
6. In what ways is principled negotiation different from other forms or perspectives of
negotiation?
7. At the beginning of the chapter, your authors stated that you may not think of yourself as a
“negotiator.” What do you think now? Explain. Do you think you are more of a competitive
or collaborative negotiator? Provide examples to support your answer. Finally, what
communication skills do you have that help you negotiate with others?