Chapter 04
Negotiation: Strategy and Planning
1. Without effective planning and target setting, results occur more by ____________ than by
negotiator effort.
2. Effective strategy and ____________ are the most critically important precursors for achieving
negotiation objective.
3. Effective goals must be ___________, ___________, and ___________.
4. Tactics are subordinate to strategy; they are structured, directed and driven by ____________
considerations.
5. The decision to negotiate is closely related to the desirability of _______________________.
6. ____________ strategies tend to create “we-they” or “superiority-inferiority” patterns, which
often lead to distortions in judgment regarding the other side’s contributions and efforts, and to
7. ____________ strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight.
8. Multiple-issue negotiations lend themselves more to more ____________ negotiations.
integrative
9. ____________ issues are often difficult to discuss and rank-order.
10. ____________ are other agreements negotiators could achieve and still meet their needs.
11. A ________________________ is the place where you decide that you should absolutely stop
the negotiation rather than continue because any settlement beyond this point is not minimally
12. In a ____________ negotiation, the other party may be less likely to disclose information,
and/or may misrepresent their limits and alternatives.
13. _______________________ often requires considering how to package several issues and
objectives.
14. A “field analysis” is one way to assess all the key parties in a ___________.
15. When the other side raises an unexpected issue the negotiator is completely unprepared to
discuss, the experienced negotiator may ask for a ____________ to get information and prepare
16. Having a sense of direction and the ____________ derived from it is a very important factor in
affecting negotiating outcomes.
confidence
17. If what we want exceeds what the other party is capable of or willing to give, we must either
change our goals or end the negotiation.
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18. Accommodation is as much a win-lose strategy as competition, although it has a decidedly
different image that involves an imbalance of outcomes, but in the opposite direction (“I lose, you win”
as opposed to “I win, you lose”).
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19. Distributive strategies may generate a pattern of repeatedly giving in to keep the other happy
or to avoid a fight.
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20. In the Negotiation Planning Guide it is not necessary to define the alternatives (BATNAs).
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21. A single planning process can be followed for both a distributive and an integrative process.
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22. The first iteration through the planning process should be firm, and the negotiator should be
inflexible and not modify and adjust previous steps as new information becomes available.
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23. Single-issue negotiations can often be made integrative by working to decrease the number of
issues.
24. Single-issue negotiations and the absence of a long-term relationship with the other party are
the strongest drivers of claiming value strategies.
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25. Large bargaining mixes allow many possible components and arrangements for settlement.
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26. It is important to set priorities and possibly assign points for both tangible and intangible
issues.
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27. Interests may be process-based and relationship-based.
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28. Interests are what a negotiator wants.
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29. Alternatives are very important in both distributive and integrative processes because they
define whether the current outcome is better than any other possibility.
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30. Gathering information about the other party is a critical step in preparing for negotiation.
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31. In a distributive negotiation, the other party may be less likely to disclose information about
their limits and alternatives.
32. It is not possible to evaluate packages as opening bids and others as targets in the same way
as evaluating individual issues.
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33. If intangibles are a key part of the bargaining mix, negotiators must know the point at which
they are willing to abandon the pursuit of an intangible in favor of substantial gains on tangibles.
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34. Context issues (e.g., history of the relationship) can affect negotiation.
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35. Drawing up a firm list of issues before the initial negotiation meeting is a valuable process
because it forces negotiators to think through their positions and decide on objectives.
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36. In new bargaining relationships, discussions about procedural issues should occur after the
major substantive issues are raised.
37. What are the most critical precursors for achieving negotiation objectives?
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38. Which of the following is not a reason that negotiations fail?
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39. The less concrete and measurable goals are:
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40. Which is not a difference between strategy and tactics?
41. A strong interest in achieving only substantive outcomes tends to support which of the
following strategies?
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42. Which one of the following is as much a win-lose strategy as competition, although it has a
decidedly different image?
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43. Characteristics of collaborative strategies include:
44. In an accommodative negotiation, the relationships have:
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45. Which is not a key step to an ideal negotiation process?
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46. What is the primary determinant for success in negotiation?
48. Interests can be:
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49. If the other party has a strong and viable alternative, he/she will
50. Does any of the following represent the point at which we realistically expect to achieve a
settlement?
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51. Reactive strategies:
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52. A negotiator should ask which of the following questions when presenting issues to the other
party to assemble information?
53. Under which of the following questions of protocol would you find a bargaining relationship
discussion about procedural issues that should occur before the major substantive ones have been
raised?
54. What are the most critical precursors for achieving negotiation objectives?
55. What are the three types of goals negotiators must anticipate to achieve in a negotiation?
56. Can wishes be goals?
57. Why is important for goals to be concrete, specific and measurable?
58. How does the single episodic assumption affect our choice of strategy?
59. Define strategy and tactics.
60. What are the three types of initial strategies for negotiators?
61. What is the primary goal in the use of the strategy of accommodation?
62. What is a drawback of accommodation strategies?
63. What specific steps are entailed in effective planning?
64. Define bargaining mix.
65. What are the advantages and disadvantages of large bargaining mixes?
66. Why may bargainers want to consider giving away “something for nothing?”
67. What information do we need about the other party to prepare effectively?
68. What is the danger about making assumptions to predict the other party‘s negotiating
behavior?