Chapter 08
1. We treat power as the ____________ to alter the attitudes and behaviors of others that an
individual brings to a given situation.
2. Negotiators employ tactics designed to create power ____________ as a way to “level the
playing field.”
3. In their study, Lytle and her colleagues found that most negotiations cycled through three
strategies—_____________, ___________, and ____________—during the same encounter.
4. The hands of the unskilled, power can be dramatically ___________.
5. The effective use of power requires a ____________ and ____________ touch.
6. One of the major sources of power, ____________ power can be defined as power that is
derived from the context in which negotiations take place.
7. ____________ power is accorded to those who are seen as having achieved some level of
command and mastery of a body of information.
8. The available labor supply, staff that can be allocated to a problem or task, temporary help is
called _______________________.
9. In his book Managing with Power, Jeffrey Pfeffer illustrated how powerful political and
corporate figures build empires founded on _______________________.
10. Resources are generally deployed in one of two principal ways: as ____________ and as
___________.
11. To use resources as a basis for power, negotiators must develop or maintain control over
some ____________ reward that the other party wants.
12. The more ____________ a node is in a network of exchanges and transactions, the more
power that node’s occupant will have.
13. 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 visibility
14. Culture—both organizational and national—often translates into deeply embedded structural
____________ in a society.
15. Power is only the capacity to influence: using that power and skillfully exerting influence on the
other requires a great deal of ____________ and experience.
sophistication
16. Tactics designed to create power equalization are often employed as a way to gain advantage
or to block the other’s power moves.
17. 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.
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18. During economic downsizings, labor unions can find themselves negotiating new contracts
that delay wage increases or even reduce wages, which means giving hard-won concessions back to
management—something union officials want to do.
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19. 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.
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20. The effective use of power requires a sensitive and deft touch, and its consequences may not
vary greatly from one person to the next.
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21. Expert power is derived from the ability to assemble and organize information to support the
desired position, arguments, or outcomes.
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22. Organization and national culture are both descriptors of contextual power.
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23. If power is based on personality and individual differences, the personality traits will affect how
individuals acquire and use power.
24. Social structures are inherently inefficient, and this realization creates the basis for legitimate
power.
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25. If enough people begin to distrust the authority or discredit its legitimacy, they will begin to
defy it and thereby undermine its potential as a source of power.
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26. The effectiveness of formal authority is derived from the willingness of followers to
acknowledge the legitimacy of the organizational structure and the system of rules and regulations
that empowers its leaders.
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27. Personal reward power cannot be derived from the target being influenced because the agent
liked them or showed them some form of social acceptance.
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28. In an organizational network the “star” is in the center position between a “gatekeeper” and a
“linking pin.”
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29. Visibility is the same as centrality or criticality in network structure.
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30. When agents, constituencies and external audiences are present in a negotiation, they can
become actively involved to formally or informally pressure others as part of the negotiation process.
31. Tactics designed to create power equalization are often employed as a way to
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32. Lytle and her colleagues found that most negotiators cycled through three strategies during
the same encounters. Which are the three strategies?
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33. 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?
34. Which of the following is not a major source of power from one of the five different
groupings?
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35. Information as a source of power is
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36. Expert power is
37. In which of the following types of power based on personality and individual differences would
you find a person characterized by beliefs that power is distributed relatively equally across various
groups, which compete and bargain for a share of the continually evolving balance of power?
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38. Legitimate power and its effectiveness of formal authority that are derived from the
willingness of the followers to:
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40. Resources are more useful as instruments of power to the extent they are highly valued by
participants in the negotiation. Which of the following is not a resource of organizational context?
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41. Cooperative goals tend to shape the “power with” orientation, even between superiors and
subordinates. These goals induce higher expectations of all but one of the following. Which one?
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42. The story about the new faculty member who might decide to volunteer to head up the
“speakers” program for faculty seminars because it would put him in the center of many
communications about the weekly presentations is illustrative of network structure through
43. The concept of criticality in a communication network involves
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44. In which of the following five aspects of network structure would you find the role of a
gatekeeper?
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45. One way that lower power parties can deal with the big players in business deals and
partnerships is by limiting the ways you can do business or who you can do business with and it is an
example of one of the following dealings. Which one?
46. Do compliance strategies result in long-term or short-term persuasion? Why?
47. Seeking power in negotiation usually arises from one of which two perceptions?
48. What is a likely outcome for a negotiator who isn’t concerned with power?
49. How can the use of threats be effective?
50. State the “relational” definition of power as defined by Deutsch.
51. If power is in the eye of the beholder, then how is power effective?
52. Today car-buying customers can enter negotiation armed with accurate facts and figures
about a car. Describe how car buyers felt before the age of the Internet.
53. Describe the concept of “power motives.”
The disposition of some people to have high needs to influence and control others, and to seek out
positions of power and authority.
54. Define legitimate power.
55. How are resources deployed generally speaking?
56. How does location in an organization contribute to power?
57. Describe how strength of ties between individuals in an organization works.
58. How can centrality in network be determined?
59. Why is a BATNA a good source of power?
60. What is the problem of “dancing with elephants”?