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True / False Questions
1. Conflict is always a destructive force in a work environment.
2. The highest levels of both relationship conflict and task conflict occur in
low-performing teams during late project stages.
3. Competent managers know that the goal is not to eliminate conflict, but to
manage it in a way that reduces its potential harm to engagement and
performance.
4. Informational factors contribute to conflict when people have developed
their point of view on the basis of different sets of facts.
5. Role factors contribute to conflict when people have different images or
interpretations of the same thing.
6. Competition is the best conflict management style.
7. Competition is an appropriate conflict management style when someone
has to be in charge to effectively coordinate complex systems.
8. Accommodation is the opposite of the competition conflict management
style.
9. When using the accommodation conflict management style, a manager
should never let the other parties know he/she is consciously giving them what
they want.
10. Compromise is an appropriate management style when the conflict
involves scarce resources that cannot be expanded.
11. Collaboration is the opposite of accommodation as a conflict management
style.
12. Collaboration is known as the win-win conflict management style.
13. One of the outcomes of a successful negotiation is that all parties believe
they have made a good deal.
14. Win-win negotiations are characterized by a focus on differences, rather
than common interests.
15. When negotiating, an agreement worse than your BATNA should not be
accepted.
16. As a negotiator, you would use a competitive approach to negotiating with
parties who have an interest in maintaining good relationships.
17. The mocker unnerves others by making nasty comments about their
previous performance or other remarks to belittle the opponent.
18. A sheep's clothing negotiator appears to be reasonable while making
impossible demands.
19. Using hypotheticals allows a manager in the generation of new solutions
and opportunities.
20. Once the list of options for processing is ready, the evaluation of
processes follows next.
21. Making a deal look nonnegotiable is a lesson under the leverage of limited
authority.
22. Gaining an opportunity to consult with others is an advantage while
employing the leverage of timing.
23. Silence is a common tactic used when a party does not like what his
counterpart has said/offered.
24. The basic idea behind using the wince tactic is to let your counterpart put
on their show, while you stay focused on your own interests.
25. Wincing at the right time can save you a great deal of money and gain you
much better terms in some cases.
26. The trial balloon tactic should be avoided because it is inherently
dishonest, but this does not mean that others will not try it when you are
negotiating with them.
27. The trial balloon tactic presents a question designed to assess your
negotiating counterpart's position without giving away your plans.
28. Outrageous behavior can be categorized as any form of socially
unacceptable conduct intended to force the other side to make a move.
29. To help the parties involved trust the mediator, he/she must pick sides
and support one party.
30. An effective mediator seeks to understand the underlying interests of each
party.
