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CASE ANSWERS
Deborah Kolb & Carol Frohlinger: Cofounders of Negotiating Women, Inc.
1. Why has Negotiating Women, Inc focused its attention on women?
As mentioned in the case, most work places are still male dominated. Women are
often described as less skilled at winning higher salaries, better assignments, and
The mission statement for Negotiating Women, Inc is twofold:
To provide women with the resources—conceptual frameworks as well as
To help organizations create cultures that value and can profit from the diverse
2. The text discusses some of the many reasons to develop your networking
skills (such as to get a job or a better position, to perform better at your
current job, or to advance within your organization). In what ways does
Negotiating Women, Inc address some of these needs?
Negotiating Women, Inc offers a Women Initiative Toolkit Series on Women’s
Affinity Groups, Women’s Network Groups, Women’s Resource Groups and
Students should use the Negotiating Women, Inc. website for even more updated
ideas. http://www.negotiatingwomen.com/about-us/in-the-media/ currently
includes benchmarking to find the right salary number, own up to your own
shortcomings, getting timely feedback about career issues.
3. The case listed examples of questions that can be addressed by Negotiating
Women, Inc. Select any two questions on the list and indicate whether they
can be addressed using networking, negotiating or both.
I have just been appointed to a new leadership role over others in the group. I am
concerned that people will not accept me in the role. How can I change their
I am having trouble pulling the team together. There are some people who are
trying to make it difficult for me to succeed. What can I do? This is an example of
I was just offered a great opportunity to lead a highly visible project at work. I am
so excited that I am ready to take it. But I am worried that I won’t be able to take
Here are two questions that could be selected from the list of questions.
• My boss just offered me a new job that doesn’t interest me very much, but
• My boss always supports me and consistently gives me great
4. According to Dr. Kolb, setting goals too low “is likely to become a
self-fulfilling prophecy.” She wants women to develop a backbone, something
that takes preparation to accomplish. How can networking help someone in
this situation?
Networking allows individuals to meet people of various backgrounds and
experience. The advantage of developing your network is that when you need any
A network can help to provide the support necessary for an employee to feel
confident about their career. People in your network have the knowledge to help
5. In the case Dr. Kolb warns against making unilateral concessions during
negotiations. Instead she advises that you should figure out the other side’s
hidden agenda, devise an alternative if you can’t reach an agreement and
plan to deflect moves that put you on the defensive. The textbook describes
the negotiating process as consisting of four steps: planning, bargaining,
possibly a postponement and an agreement or no agreement. In which step
does this statement by Dr. Kolb belong?
Step 2 Bargaining. Bargaining is a process that is also called negotiation. Dr.
Cumulative Questions
6. In Chapter 3 we discussed job satisfaction and its determinants – the work
itself, pay, growth and upward mobility, supervision, co-workers and attitudes
towards work. Which of these determinants can be greatly enhanced through
negotiating?
Using good negotiation skills will be helpful in find an interesting career,
The work itself, pay, growth and upward mobility because we can always
negotiate our job requirements, compensation level and promotion. It can also be
7. In Chapter 4 Career Planning is defined as the process of setting career
objectives and determining how to accomplish them. How can networking
help with one’s career planning?
Networking allows you to develop relationships with individuals who can serve as
mentors in advising someone on their career objectives and how to go about
CASE EXERCISE AND ROLE-PLAY
OBJECTIVE CASE ANSWERS
John Stanton—Amway
1. A. Networking. There really is no negotiating with Amway. It’s a take it or leave it situation.
2. A Yes. John successfully networked at the Rotary Club meeting to get Charley to listen to his
3. A. Primary. Sales people need to start with primary in order to get secondary connections.
7. B. No. Coalitions are short-term networks. To succeed at Amway, John needs long-term relations.
8. B. No. John and Charley did not bargain, as Charley was not interested in Amway? Besides, Amway is
9. B. Integrative bargaining. Amway’s business is to continue to increase the size of the pie and to split it.
12. Was it unethical for John not to tell Charley the business was Amway at the Rotary Club meeting?
This is more of a grey than black and white answer. Amway has found that people have had negative
VIDEOS
Hot Seat Videos are available to be used with this chapter. See separate Instructor
Resources Guide for each type of video. Note that there are no Behavior Model Videos
for Chapter 10.
SKILL-DEVELOPMENT EXERCISE 10-1 IDEAS
Networking Skills (I and G)
Total time (20-45 minutes)
The time allocated in class for this exercise is based on a few variables. (1) How motivated and experienced
are your students. Students with work experience will take 2longer to do this exercise. (2) You can only do
steps 1 and 2 of the networking process (procedures 1 and 2) and keep the exercise to 20 minutes. Will you
require students to pass-in the network list and/or conduct the networking interview or include steps 1,2, 4
(see test questions 1-3 below) on an exam? You will tend to get what you measure and reinforce, or they
will spend more time if a written assignment is passed in or it is part of an exam.
Recommended Approximate Time for a 50-minute period:
8:00 Procedure 1 10 minutes*
8:10 Procedure 2 10 “
8:20 Procedure 3 20 “ (They may need less)
8:40 Conclusion, application,
and sharing 10 “
8:50
*It may take longer if students have not completed their preparation (written their one-minute self-sell.
Other procedures may take less time for traditional students.
Testing on Skill-Development Exercise 10-1
1. State two or three of your accomplishments and a networking goal.
2. Write a one-minute self-sell.
3. Write three questions to ask during a networking interview.
SKILL-DEVELOPMENT EXERCISE 10-2 IDEAS and
CLASS HANDOUTS
Car Dealer Negotiation (R)
This exercise is group-based as students work in teams of two to role-play buying and selling a used car.
Total time (20-50 minutes)
To keep the exercise to 20 minutes, you will most likely not have time to allow students to answer the
integration questions before you go over them. Simply give the students the answers to some or all of the
integration section questions rather than discuss them.
When there is an odd number of students in the class, I always work with the remaining student. I believe
students will learn more by doing the exercise than by watching, even though I have an advantage knowing
both confidential sheets. I try to teach the student the power of intimidation. I ask him or her to give a price
first, and no matter what it is, I come out with a loud statement like, “Are you kidding me? That’s all you
will give me for this great car?” The students have always quickly upped the price. Then the student reads
my confidential sheet and I go over how I intimidated them and to watch out for this tactic in the future.
Recommended Approximate Time for a 30-minute period:
8:00 Procedures 1 and 2 5 minutes
8:05 Procedure 3 5 “
8:10 Procedure 4 5 “ (Most of my students finish in 5 minutes.)
8:20 Integration 3 “
8:23 Conclusion 5 “ (Times can vary greatly based on discussion.)
8:38 Application 2 “
8:40
Testing on Skill-Development Exercise 10-2
This exercise does not have an actual model to follow when negotiating. Therefore, there are no test
questions in the test bank. If you can think of a good way to test on this exercise, please contact me; I will
put your suggestion in the next edition.
Answers to the Integration Questions:
1. Which of the seven types of power (Chapter 10) did you use during the negotiations? Did
both parties believe that they got a good deal?
Information power was the most relevant power base. When students exchange confidential sheets, they
realize the power of the information. This exercise was conducted by 54 managers, and the average price
It is interesting to point out that after the sale most people were happy with the deal. However,
2. Which of the influencing tactics (Chapter 10) did you use during the negotiations?
3. During your planning, did you (1) research the other party, (2) set an objective (price to pay
or accept), (3) anticipate questions and objections and prepare answers, (4) and develop
options and tradeoffs?
These are the four planning steps that students should have been trying to use during negotiations. Did
4. During the negotiations, did you (1) develop a rapport and focus on obstacles, not the
person, (2) let the other party make the first offer, (3) listen and ask questions to focus on
meeting the other party’s needs, and (4) were you too quick to give in and did you ask for
something in return?
These are the bargaining steps that students should have been trying to use during negotiations. Did
5. Did you reach an agreement to sell/buy the car? If yes, did you get exactly, more, or less
than your target price?
Answers will vary.
The following questions are basically from the text. If many of your students do not read the text before
6. When negotiating, is it a good practice to open with high—ask for more than you expect to
pay/receive?
Negotiation means giving and taking to reach an agreement. It is common practice to ask for more than you
7. When negotiating, is it better to be the one to give or receive the initial offer?
It is much better to let the other person give the initial offer. If the seller’s price offer is $300 and the
To illustrate the use of having the other person make the first offer, I use a personal experience that
you can use. I went to five different used-car dealers, stating that I wanted to sell this car I showed them.
8. When negotiating, is it better to appear to be dealing with strong or weak power? In other
words, should you try to portray that you have other options and don’t really need to make a
deal with this person? Or, should you appear to be in need for a deal.
It is better to deal from a strong power position, but don’t go so far as to lose the sale. Ask students to
picture a motor cycle on the side of the road with a sale sign stating: For sale. Need quick cash to take a trip
9. Can having the power to intimidate others be helpful in negotiations?
Using intimidation can help you get a good deal. I tell students of a situation in which I went to give a price
for a consulting job. The manager said quickly in a loud voice, “What; You think I’m going to pay that
Material to pass out to the class during Procedure 2
Make separate copies of the confidential sheets on the next two pages for the buyer and the seller. I use
different color paper for both. I make plenty of extra copies and collect them for reuse; so I ask students not
SKILL-DEVELOPMENT Exercise 10-2 Car Dealer Negotiation
Confidential Sheet for the Buyer
The following information is confidential. No one else has seen this information.
However, you may give some or all of the information to other persons during the game.
You are a new- and used-car dealer in Washington, D.C. One day last week a
diplomat from a foreign embassy requested you to locate a 1952 four-door Packard
sedan. The diplomat wants the car for a present to his father back home. If this car is
found in working order, he will pay $20,000, or $10,000 if the car is in good but not
running condition.
After three hours on the phone this morning, you have located a dealer in
Columbia, South Carolina, who has a 1952 four-door Packard in working order. You
talked with the dealer personally. You asked the dealer in Columbia if you could meet
tomorrow. You told her that you would stop in Columbia on your way to Florida for a
two-week vacation. The dealer in Columbia agreed to meet you tomorrow for lunch.
You have arranged to have a truck ready to bring the 1952 sedan back to
Washington. Your travel plans are complete.
You are now thinking about the meeting tomorrow with the car dealer in
Columbia.
SKILL-DEVELOPMENT Exercise 10-2 Car Dealer Negotiation
Confidential Sheet for the Seller
The following information is confidential. No one else has seen this information.
However, you may give some or all of the information to other persons during the game.
You are a new- and used-car dealer in Columbia, South Carolina. Presently you
have an inventory of 250 cars. Half of the cars are late models or new. Your oldest model
is a 1952 four-door Packard sedan. You are known locally for offering used cars with a
one-week guarantee--"If you can't start it, return it for a full refund in the first week after
purchase."
You have decided to junk your older inventory of used cars. All pre-1960 cars will
be sold next week to the local iron works at $300 per car. Today you have received a
phone call from another dealer in Washington, D.C. This dealer is looking for a 1952
four-door Packard sedan in working order for a customer. The dealer heard that you had
such a car. The dealer asked whether he could meet with you tomorrow to purchase the
car. He said that he will stop on the way to Florida, where he will be vacationing for two
weeks. You agree to meet tomorrow for lunch.
