Chapter 10
1. In multiparty negotiations, multiple parties are negotiating together to achieve a
____________ objective or group consensus.
2. Differences are what make multiparty negotiations more complex, challenging, and
____________ to manage.
3. Multiparty negotiations have more ____________ at the table.
4. Negotiators in a multiparty negotiation can explicitly engage in ____________ building as a
way to marshal support.
5. Polzer, Mannix and Neale argue that ____________ are the most significant force in
shaping which parties will enter coalitions with each other in a multiparty negotiation.
6. In a competitive negotiation, parties are likely to use information ____________—sharing
very little with other parties, while attempting to gain much information from others.
7. Many complex international negotiations give a great deal of time to the question of who
will be ____________ and who can speak for others.
8. Multiparty negotiations can be greatly facilitated by the presence of a ____________
chairperson.
9. ____________ of multiparty negotiations must be sensitive to keeping tight control over the
group process while not directly affecting the group’s outcome.
10. During the information management phase of multiparty negotiations, ____________
“patrol” the environment and bring in relevant external information that may be useful to the
11. During the information management phase of multiparty negotiations, ____________ norms
reflect the way the group engages in sharing and evaluating the information that is introduced.
12. In ________________________ technique, after a brainstormed list of solution options is
created, group members rank, rate or evaluate the alternatives in terms of the degree to which
13. The drawback, of course, is that many group members may be satisfied with the first
solution—either because it already incorporates their views or because the difficulty of achieving
14. The chairman should listen for the emergence of the “_____________ coalition” among key
members.
15. Remember that the person who does the ____________ often has more power than others,
because he or she gets to ____________ the agreement in his or her own language and may bias
or selectively remember some points and omit others.
writing; write
16. Most of the complexities in multiparty negotiations will increase linearly, if not
exponentially, as more parties, constituencies, and audiences are added.
Accessibility: Keyboard Navigation
17. Individualistically motivated parties in multiparty negotiations are more trusting and
engage in less argumentation.
Accessibility: Keyboard Navigation
18. Research on policy-making and decision-making groups has shown that efforts to
minimize and avoid conflict can frequently lead to group decision-making disasters.
Accessibility: Keyboard Navigation
19. In multiparty negotiations, research shows that parties who approached multiple issues
simultaneously achieved lower-quality agreements.
Accessibility: Keyboard Navigation
20. Negotiators who have some way to control the number of parties at the table may begin to
strategically manipulate this control to serve their objectives.
21. There are no techniques that can be used to manage multiparty negotiation effectively.
Accessibility: Keyboard Navigation
22. A single negotiator is simply one of the parties in a multiparty negotiation and wants to
ensure that his or her own issues and interests are clearly incorporated into the final agreement.
Accessibility: Keyboard Navigation
23. It is uncommon for coalitions to exist before negotiations begin.
Accessibility: Keyboard Navigation
24. When a chairperson is also advocating a particular position or preferred outcome, it will be
difficult for that individual to act or be seen as “neutral.”
Accessibility: Keyboard Navigation
25. One pointer on how to chair a multiparty negotiation effectively is to encourage people to
express interests, mirror them back, and encourage people to identify not only what they want,
but also why they want it.
26. Deleted.
Accessibility: Keyboard Navigation
27. Conflict is a natural part of group life that improves members’ ability to complete tasks,
work together, and sustain these relationships.
Accessibility: Keyboard Navigation
28. If the group has been through a great deal of divisive and unproductive conflict to reach
the first agreement, then the renegotiations do not have to specifically attend to changing and
managing the conflict process.
Accessibility: Keyboard Navigation
29. When a team negotiates against a solo negotiator, these positive benefits of team
negotiation do not occur.
30. Multiparty negotiations differ from two-party deliberations in which of the following
ways?
Accessibility: Keyboard Navigation
31. One of the most fundamental consequences of increasing the number of parties in a
negotiation is that
32. What is the result of procedural complexity in multiparty negotiations?
Accessibility: Keyboard Navigation
33. In multiparty negotiations, research shows that parties who approached multiple issues
simultaneously:
34. One-on-one negotiations in full view of all group members would have all but one of the
following consequences on negotiators. Which one would not be a consequence?
Accessibility: Keyboard Navigation
35. There are five ways in which the complexity increases as three or more parties
simultaneously engage in negotiation. One of those listed below is not a correct statement.
Which one?
Accessibility: Keyboard Navigation
36. Considering the many attributes of an effective group, under which one of the following
would you find a need to fully explain or define key words or language that may be part of the
agreement?
Accessibility: Keyboard Navigation
37. What are the three key stages and phases that characterize multilateral negotiations?
38. Many complex international negotiations devote a great deal of time to the question of
just who will be recognized and who can speak for others. The issue about participants can be
decided by asking which of the following questions?
Accessibility: Keyboard Navigation
39. The prenegotiation phase of multilateral negotiations
40. In the Connect Model and the Requirements for Building a Relationship, what does the
“t” stand for?
Accessibility: Keyboard Navigation
41. Which of the following questions should not be asked as part of the requirements for
building a relationship in the connect model?
42. When a group wants to achieve a consensus or unanimous decision, the responsibility of
the chair is to be constantly attentive to the group process. Identify which of the pointers below
for how to chair a multiparty negotiation effectively is not correct.
Accessibility: Keyboard Navigation
43. During the information management phase, coordinators
Accessibility: Keyboard Navigation
44. A moderator who sends out a questionnaire to all parties asking for input is one strategy
used to avoid destructive conflict and emotion. That strategy is known as
45. In what ways do multiparty negotiations differ from two-party deliberations?
46. What is the “illusion of consensus?”
47. Additional parties may be invited to a multiparty negotiation to:
48. How can members of coalitions exert greater strength in multiparty negotiations?
49. In the prenegotiation phase of multilateral negotiations, issues about participants can be
decided on the basis of what questions?
50. Describe a few of the many reasons why an agenda can be an effective decision aid.
51. According to Mulvey, Veiga, and Elsass, what are the most common reasons why group
members give up rather than continuing to participate in the group discussion?
52. Jenn and Mannix have studied the development and management of conflict over time in
high performance task groups and examined three kinds of conflict typical to work groups. What
are the three types?
53. What does research show about interteam negotiations versus solo negotiations?