Chapter 07 – Finding and Using Negotiation Power
Chapter 07
Finding and Using Negotiation Power
1. (p. 152) Negotiators employ tactics designed to create power ____________ as a way to “level
the playing field.”
2. (p. 153) In their study, Lytle and her colleagues found that most negotiations cycled through
three strategies ____________, __________, and ____________ during the same encounter.
3. (p. 155) One of the major sources of power, ____________ power can be defined as power
that is derived from the context in which negotiations take place.
4. (p. 156) Within the context of negotiation, ____________ is the most common source of
power.
5. (p. 156) ____________ power is accorded to those who are seen as having achieved some
level of command and mastery of a body of information.
6. (p. 161) The available labor supply, staff that can be allocated to a problem or task, temporary
help is called ____________ __________.
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7. (p. 161) In his book Managing with Power, Jeffrey Pfeffer illustrated how powerful political
and corporate figures build empires founded on ____________ __________.
8. (p. 162) In allocating resources, the power holder must be willing to dole them out depending
on the other’s ____________ or cooperation with the power holder’s requests.
9. (p. 163) The third type of relational power also comes from ____________ in an
organizational structure, but not necessarily a hierarchical structure.
10. (p. 165) The more ____________ a node is in a network of exchanges and transactions, the
more power that node’s occupant will have.
11. (p. 165) Employees who want to succeed rapidly are frequently counseled to find jobs with
high ____________ and ____________ in an organization so they can get the experience and
12. (p. 166) Culture—both organizational and national—often translates into deeply embedded
structural ____________ in a society.
13. (p. 168) In dealing with others who have more power, ____________ the information that
would be most compelling or persuasive to the other side; ____________ it so that you can
draw on it quickly and ____________ it to be maximally persuasive.
analyze, organize, assemble
Chapter 07 – Finding and Using Negotiation Power
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True / False Questions
14. (p. 152) Tactics designed to create power equalization are often employed as a way to gain
advantage or to block the other’s power moves.
15. (p. 152) Negotiators who don’t care about their power or who have matched power – equally
high or low – will find that their deliberations proceed with greater ease and simplicity toward
a mutually satisfying and acceptable outcome.
16. (p. 153) According to Deutsch, an actor does not have power in a given situation and cannot
satisfy the purposes that he is attempting to fulfill in that situation.
17. (p. 154) The effective use of power requires a sensitive and deft touch, and its consequences
may not vary greatly from one person to the next.
18. (p. 154) Expert power is derived from the ability to assemble and organize information to
support the desired position, arguments, or outcomes.
19. (p. 155) Organization and national culture are both descriptors of contextual power.
20. (p. 157) If power is based on personality and individual differences, the personality traits will
affect how individuals acquire and use power.
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27. (p. 152) Tactics designed to create power equalization are often employed as a way to
28. (p. 153) Lytle and her colleagues found that most negotiators cycled through three strategies
during the same encounters. Which are the three strategies?
29. (p. 154) Nearly 50 years ago there were five major types of sources of power that could be
exercised. All but one of the following is part of that group. Which one is not?
30. (p. 155) Which of the following is not a major source of power from one of the five different
groupings?
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42. (p. 151, 152) Seeking power in negotiation usually arises from one of which two perceptions?
43. (p. 152) What is a likely outcome for a negotiator who isn’t concerned with power?
44. (p. 153) How can the use of threats be effective?
45. (p. 153) State the “relational” definition of power as defined by Deutsch.
An actor has power in a given situation (situational power) to the degree that he can satisfy
the purposes (goals, desires, or wants) that he is attempting to fulfill in that situation. Power is
a relational concept; it does not reside in the individual but rather in the relationship of the
person to his environment. Thus, the power of an actor in a given situation is determined by
the characteristics of the situation as well as by his own characteristics.
