In an effort to reduce the costs of resolving disputes and produce durable resolutions,
some organizations use a procedure in which senior executives consider the elements of
a dispute. This procedure is known as the:
A. wise counselor strategy (p. 108)
B. multistep negotiation procedure strategy
C. mediation-tribulation strategy
D. loop-back strategy
Gender differences in trust exist in negotiation. Men tend to trust people based on
______ ; women trust people ______.
A. exhibited behavior ; who temper their emotions
B. what favors the other person has done for them ; who have a direct personality
C. other negotiators’ reviews of that person’s behavior ; more rapidly than men
D. common group membership ; with whom they have a relationship (p. 292)
In an ultimatum bargaining situation, where one person makes a final offer to another
person, and both parties only receive their portions of the offer if the responder accepts
the proposer’s terms, responder acceptance rates are driven by:
A. tacit negotiation strategy
B. sunk costs
C. how much information they have about the size of the pie (p. 290)
D. how much information they have about deadlines involved
What information do people primarily rely upon in face-to-face negotiation that makes
it such a preferred method of communication?
A. The pace of the conversation
B. Shared interests
C. The vocabulary used
D. Nonverbal signals (p. 311)
The Subjective Value Inventory is a survey that assesses the four major concerns held
by negotiators: feelings about their instrumental outcomes, feeling about themselves,
feelings about the negotiation process, and:
A. feelings about their relationships (p.123)
B. feelings about their finances
C. feelings about their material goods
D. feelings about personal feedback
According to game theorists, a person should _______in single shot prisoner’s dilemma
games; _______in multi-round prisoner’s dilemma games with a defined end point; and
_____ in infinite horizon prisoner’s dilemma games.
A. defect; defect; play tit-for-tat(p. 282-284)
B. defect; play tit-for-tat; cooperate
C. cooperate; cooperate; defect
D. defect; play tit-for-tat; defect
Regarding a powerful negotiator’s use of power and the social and cognitive effects that
it can have on the negotiator, which of the following statements is most true?
A. Power makes people behave in a risk averse manner
B. A powerful negotiator is less likely to divulge their interests in a negotiation
C. Powerful negotiators are more thorough in their collection of information and engage
in increased ‘self-monitoring”
D. Power increases negotiators’ feelings of control over outcomes outside of their actual
influence abilities (p. 153)
When trying to determine the best course of action to take in a social dilemma, the
principle of dominance detection indicates that a given strategy results in a better
outcome:
A. for player 1 most of the time
B. for player 2 most of the time
C. for player 1 no matter what player 2 does (p. 282)
D. for player 1 contingent upon what player 2 does
By signaling their willingness to share information about their interests, but not their
BATNA, a negotiator can capitalize on the powerful principle of reciprocity. Which of
the following situations best illustrates the reciprocity principle?
A. A cab driver takes a customer to her hotel and picks up a new customer at the hotel
B. A woman compliments a friend about her purse and the friend says thank you
C. A car salesman shares information about the town where he grew up, and his
customer shares that he also grew up near that town (p. 78)
D. An employee shares information about a project’s progress with a coworker who is
uncertain
All of the following are effective strategies for <H5> negotiators in their attempt to
move a rights- or power-based counterparty away from rights/power and back to
interests except:
A. reciprocating rights or power and combining it with interests-based questions
B. suggesting a process intervention (e.g. “Let’s talk”)
C. building in some cooling-off periods during the negotiation
D. maintaining distance and avoid meeting the counterparty face-to-face (pp. 105-110)
Of the different ways that a negotiation agreement can be reached using a creative
approach, the _______ approach awards one of the negotiating parties by some method
that was initially outside the bounds of the negotiation.
A. the agreement bias
B. nonspecific compensation (pp. 182-183)
C. circular logrolling
D. information pooling
One structural strategy for inducing cooperation in social dilemmas is the use of
_________, in which companies purchase the rights to pollute or use scarce resources
and treat these rights as they would conventional property.
A. schmoozing
B. increasing group awareness of the economic impact of overuse
C. tradable environmental allowances (p.299)
D. rewards and recognitions
A negative bargaining zone indicates that:
A. parties are worse off by not reaching agreement than by reaching agreement
B. there is no positive overlap between the parties’ reservation points
C. parties should keep negotiating to find a positive bargaining zone
D. the counterparty’s first offer was not accepted
Some negotiators make extreme offers. The result of this strategy often means the
counterparty may be offended and walk away from the table. This is known as the:
A. chilling effect (p. 44)
B. goal-setting paradox
C. social utility decline
D. winner’s curse
The tendency for people to view their decision making and negotiation abilities in a
way that is flattering or fulfilling for them is known as:
A. focal points
B. self-reinforcing confidence
C. reactive devaluation
D. egocentrism (p. 6)
If the counterparty opens with an “outrageous” offer, the negotiator should:
A. lower his/her aspirations
B. reveal his/her reservation price
C. immediately re-anchor (pp. 47-48)
D. appeal to norms of fairness
Why is it important for a negotiator to ask the counterparty diagnostic questions about
their underlying interests and priorities?
What are some of the misperceptions about the meaning of a win-win negotiation? Why
do these misperceptions contribute to leaving money on the table in negotiation
situations?
Give some examples of personal and interpersonal escalation of commitment dilemmas.
What are the psychological reasons for the escalation of commitment phenomenon?
What are some key differences between individualistic and collectivistic cultural
values? What are the implications for negotiation?
Explain the difference between a “gain-frame” and a “loss-frame” when it comes to
making decisions in negotiation.
Why is tit-for-tat such an effective strategy for inducing cooperation in the prisoner’s
dilemma?
How does the balance of power between negotiators affect the processes and outcomes
of negotiation?