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Q:
Seeking power in negotiation usually arises from one of which two perceptions?
Q:
Do compliance strategies result in long-term or short-term persuasion? Why?
Q:
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?
A.Never do an all-or-nothing deal.
B.Make yourself bigger.
C.Build momentum by doing deals in sequence.
D.Constrain yourself.
E.Do what you can to manage the process.
Q:
In which of the following five aspects of network structure would you find the role of a gatekeeper?
A.Centrality.
B.Criticality.
C.Flexibility.
D.Visibility.
E.Coalitions.
Q:
The concept of criticality in a communication network involves
A.the degree to which the key individual can exercise discretion in how certain decisions are made or who gains access.
B.how visible the task performance is to others in the organization.
C.the amount of information that passes through a node, the number of transactions that occur through the node, or the degree to which the node is central to managing information.
D.the essentiality of the information that flows through the node to the organization's mission, major task, or key product.
E.None of the above describes criticality in a communication network.
Q:
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
A.flexibility.
B.visibility.
C.centrality.
D.coalition.
E.criticality.
Q:
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?
A.To perform effectively and achieve common objectives.
B.To reinforce or enhance existing power differences.
C.For more assistance and greater support.
D.For more trusting and friendly attitudes.
E.For more persuasion and less coercion.
Q:
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?
A.Money, in its various forms.
B.Supplies, in form of materials, components, parts.
C.Human capital in available labor supply, staff, temporary help.
D.Critical services, in repairs, upkeep, technical support.
E.Stress, in imposing deadlines, increasing workloads.
Q:
Which of the following statements about legitimate power is false?
A.Legitimate power is at the foundation of our social structure.
B.Legitimate power creates social structures that are inherently inefficient.
C.Legitimate power cannot function without obedience.
D.Legitimate power is often derived from manipulating other sources of power.
E.All of the above statements about legitimate power are true.
Q:
Legitimate power and its effectiveness of formal authority that are derived from the willingness of the followers to:
A.create a group structure that gives one person a power base, group members generate a willingness within themselves to obey that person's directives.
B.willingly give up their right to participate in every decision by vesting authority in someone who can act on their behalf.
C.acknowledge the legitimacy of the organizational structure and the system of rules and regulations that empowers its leaders.
D.simply show respect for a person's position or organization.
E.All of the above contribute to the effectiveness of legitimate power.
Q:
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?
A.the unitarian.
B.the radical.
C.the pluralist.
D.the idealist.
E.the conformist.
Q:
Expert power is
A.accorded to those who are seen as having achieved some level of command and mastery of specific information.
B.derived from the ability to allocate, dispense, or withhold resources.
C.derived from occupying a particular job, office, or position in an organizational hierarchy.
D.derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
E.All of the above are characteristics of expert power.
Q:
Information as a source of power is
A.the accumulation and presentation of data intended to change the other person's point of view or position on an issue.
B.an acknowledged accumulation of information, or mastery of a body of information, on a particular problem or issue.
C.the accumulation of money, raw material, manpower, time or equipment which can be used to create incentives for other people to comply, or as threats and punishments if they do not comply.
D.power derived from being located in a particular position in an organizational or communication structure.
E.Information as a source of power is all of the above.
Q:
Which of the following is not a major source of power from one of the five different groupings?
A.Informational sources of power.
B.Personal sources of power.
C.Organizational sources of power.
D.Relationship-based sources of power.
E.Contextual sources of power.
Q:
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?
A.Personal power.
B.Reward power.
C.Coercive power.
D.Legitimate power.
E.Referent power.
Q:
Lytle and her colleagues found that most negotiators cycled through three strategies during the same encounters. Which are the three strategies?
A.interests, information, effectiveness.
B.effectiveness, coercion, deception.
C.interests, rights, power.
D.deception, reward, position.
E.information, position, rights.
Q:
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.
Q:
Visibility is the same as centrality or criticality in network structure.
Q:
In an organizational network the "star" is in the center position between a "gatekeeper" and a "linking pin."
Q:
Personal reward power cannot be derived from the target being influenced because the agent liked them or showed them some form of social acceptance.
Q:
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.
Q:
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.
Q:
Social structures are inherently inefficient, and this realization creates the basis for legitimate power.
Q:
If power is based on personality and individual differences, the personality traits will affect how individuals acquire and use power.
Q:
Organization and national culture are both descriptors of contextual power.
Q:
Expert power is derived from the ability to assemble and organize information to support the desired position, arguments, or outcomes.
Q:
The effective use of power requires a sensitive and deft touch, and its consequences may not vary greatly from one person to the next.
Q:
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.
Q:
As negotiations come to a close, what are the two key aspects of communication and negotiation that negotiators must attend to simultaneously?
Q:
We know that role reversal can be a useful tool for improving communication and the accurate understanding and appreciation of the other party's position in negotiation. But when is it useful?
Q:
What three main techniques are available for improving communication in negotiation?
Q:
Define social bandwidth.
Q:
Some nonverbal acts, called attending behaviors, are particularly important in connecting with another person during a coordinated interaction like negotiation. Why?
Q:
How can using the five linguistic dimensions make threats more credible and compelling?
Q:
What are the five linguistic dimensions of making threats?
Q:
Define the "information is weakness" effect.
Q:
Define "reframing explanations."
Q:
Having a BATNA changes which things in a negotiation?
Q:
A communication framework for negotiation is based on what assumptions?
Q:
In passive listening
A.the receivers restate or paraphrase the sender's message in their own language.
B.the receivers interject responses to keep communicators sending messages.
C.the receiver provides no feedback to the sender about the accuracy or completeness of reception.
D.senders may misinterpret acknowledgments as the receiver's agreement with their position, rather than that they are simply receiving the message.
E.None of the above occurs in passive listening.
Q:
Which of the following are types of manageable questions?
A.close-out questions that force the other party into seeing things your way
B.leading questions that point toward an answer
C.impulse questions that occur "on the spur of the moment," without planning
D.loaded questions that put the other party on the spot regardless of his/her answer
E.None of the above is types of manageable questions.
Q:
Questions can be used to
A.manage difficult or stalled negotiations.
B.pry or lever a negotiation out of a breakdown or an apparent dead end.
C.assist or force the other party to face up to the effects or consequences of their behaviors.
D.collect and diagnose information.
E.Questions can be used for all of the above.
Q:
What are the most dominant contributors to breakdowns and failures in negotiation?
A.failures and distortions in perception, meaning, and feedback.
B.failures and distortions in perception, feedback, and behaviors.
C.failures and distortions in perception, communication, and framing.
D.failures and distortions in perception, cognition, and communication.
E.None of the above contribute to breakdowns and failures in negotiation.
Q:
Gibbons, Bradac, and Busch suggest that threats can be made more credible and more compelling by using
A.positively polarized descriptions of the other party.
B.low immediacy.
C.high intensity.
D.low verbal diversity.
E.None of the above can make threats more credible and compelling.
Q:
Which of the following is not one of the five linguistic dimensions of making threats?
A.the use of polarized language
B.the conveyance of verbal immediacy
C.the degree of lexical diversity
D.the extent of low-power language style
E.All of the above are elements of the five linguistic dimensions of making threats.
Q:
Define exonerating circumstances.
A.Negotiators suggest that they had no choice in taking the positions they did.
B.Negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative it derives from positive motives.
C.Outcomes can be explained by changing the context.
D.Negotiators who use multiple explanations are more likely to have better outcomes.
E.None of the above can define exonerating circumstances.
Q:
Manageable questions cause difficulty, give information, and bring the discussion to a false conclusion.
Q:
A negotiator's choice of words may only signal a position; it may never shape or predict it.
Q:
High levels of language intensity are used to convey strong feelings in the recipient, while low intensity conveys weak feelings.
Q:
Low verbal immediacy is intended to engage or compel the other party, while high verbal immediacy is intended to create a sense of distance or aloofness.
Q:
Sitkin and Bies suggest that negotiators who use multiple explanations are more likely to have better outcomes and that the negative effects of poor outcomes can be mitigated by communicating explanations for them.
Q:
Mitigating circumstances occur where negotiators explain their positions from a broader perspective, suggesting that while their current position may appear negative it derives from positive motives.
Q:
Researcher Thompson and her colleagues found that winners and losers evaluated their own outcomes equally when they did not know how well the other party had done, but if they found out that the other negotiator had done better, or was even pleased with his or her outcome, then negotiators felt less positive about their own outcome.
Q:
While the blend of integrative versus distributive communication content varies as a function of the issues being discussed, it is also clear that the content of communication is only partly responsible for negotiation outcomes.
Q:
Achieving _____________ in negotiation is, in large part, making decisions to accept offers, to compromise priorities, to trade off across issues with the other party, or some combination of these elements.
Q:
_________________________ techniques allow negotiators to understand more completely the other party's positions by actively arguing these positions until the other party is convinced that they are understood.
Q:
_________________________ involves receiving a message while providing no feedback to the sender about the accuracy or completeness of reception.
Q:
_____________ questions cause attention, get information and start thinking.
Q:
Researchers have been examining the effects of channels in general, and _____________ in particular, on negotiation processes and outcomes during much of the past decade.
Q:
Nonverbal communicationdone wellmay help negotiators achieve better outcomes through _____________ coordination.
Q:
High levels of _________________________ denote comfort and competence with language, and low levels denote discomfort, anxiety, or inexperience.
Q:
The use of _________________________ is defined as when negotiators use positive words when speaking of their own positions, and negative words when referring to the other party's position.
Q:
In negotiations, language operates at two levels: the _____________ level (for proposals or offers) and the _____________ level (for semantics, syntax, and style).
Q:
Define the fundamental attribution error.
Q:
Describe the double-edged effect of overconfidence.
Q:
What is the best remedy for the winner's curse?
Q:
In negotiation, when does the availability bias operate?
Q:
What are the two things to keep in mind about the effect of frames on risk in negotiation (according to Neale and Bazerman)?
Q:
Both risk-averse and risk-seeking framing is part of what theory?
Q:
What can help prevent errors of anchoring and adjustment?
Q:
Explain "Irrational Escalation of Commitment."
Q:
Define cognitive biases.
Q:
How do multiple agenda items operate to shape issue development?
Q:
What role do frames play in the way they are constructed so that bargainers define problems and courses of action jointly through their talk?
Q:
List the five concepts from Chinese culture, as identified by C. Tinsley that those attempting to negotiate in China should recognize.
Q:
Why are mismatches in frames between parties sources of conflicts?
Q:
How does an outcome frame function in an environmental dispute?
Q:
How are frames critical in negotiations?
Q:
A key issue in perception and negotiation is framing. What is framing?
Q:
How does projection occur?