Q&A Hero

Q: One way to figure out the relative importance of the issues to each part in a negotiation is to make multi-issue offers rather than discussion one issue at a time.

Q: In negotiations, information is the cornerstone of effective value creation.

Q: Skilled negotiators adopt a strong information-sharing style at the beginning of negotiations.

Q: The best outcome you might achieve through some other course of action if you abandon the current negotiation is called the "BATNA."

Q: Negotiators who make the first offer have the advantage of creating a position around which subsequent negotiations are anchored.

Q: When negotiators get closer to their time deadline, they become less committed to resolving the conflict.

Q: The resistance point in the bargaining zone model is the team's realistic goal or expectation for a final agreement.

Q: According to the bargaining zone model, the parties should begin negotiations by describing their resistance point to each other.

Q: Negotiation occurs whenever two or more conflicting parties try to redefine the terms of their interdependence.

Q: Managers should arbitrate decisions when employees cannot resolve their differences alone.

Q: Research suggests that managers tend to avoid the inquisitional approach to third-party conflict resolution.

Q: Mediation has a high level of process control but a low level of decision control.

Q: Inquisitors control all discussion about the conflict and also choose the form of conflict resolution.

Q: Arbitration has a high level of process control but a low level of decision control.

Q: Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict.

Q: Integrators have direct authority over the departments they integrate and they rely on legitimate power to manage conflict and accomplish the work.

Q: Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.

Q: Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.

Q: Creating common experiences for all employees would help organizations reduce organizational conflicts.

Q: People from collectivist cultures tend to apply a forcing style of conflict with colleagues more than do people from individualist cultures.

Q: The yielding conflict management style can produce more conflict than it resolves.

Q: The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.

Q: The forcing style of conflict management presents the highest risk of relationship conflict and it should never be used to manage conflicts in organizations.

Q: The yielding style of conflict resolution involves making unilateral concessions and unconditional promises.

Q: The problem-solving conflict management style involves a high degree of assertiveness and cooperativeness.

Q: The five interpersonal conflict management styles are distinguished by the level of interdependence between the conflicting parties.

Q: People are more motivated to communicate and engage in exchanges when there is a perception of conflict.

Q: Conflict tends to be higher when rules and procedures exist.

Q: Resource scarcity is a potential source of conflict in organizations.

Q: The lowest risk of conflict tends to occur in reciprocal interdependence situations.

Q: Frank and Jorge are employees from different departments. They are evaluated on different performance criteria and compensated based on different reward systems. They are likely to experience conflict due to goal incompatibility.

Q: Poor communication is a part of manifest conflict.

Q: The conflict model starts with the sources of conflict.

Q: Conflict perceptions and emotions produce manifest conflictthe decisions and behaviors of one party toward the other.

Q: Constructive conflicts tend to escalate into relationship conflict among employees in highly cohesive teams.

Q: Strong cohesion in teams leads to strong relationship conflicts.

Q: Employees with high emotional intelligence are more likely to avoid the escalation of constructive conflict into relationship conflict.

Q: When conflict reduces each side's motivation to communicate, they rely more on stereotypes to reinforce their perceptions of the other side.

Q: When people experience relationship conflict, they tend to increase their reliance on communication with the other party.

Q: Relationship conflict is apparent when the conflict is explained in terms of differences of opinion regarding tasks or decisions.

Q: Relationship conflict focuses on the other party as the source of conflict.

Q: Constructive conflict refers to conflict between departments and their organizations.

Q: Conflicts could result in stronger team cohesion when conflict occurs between the team and an outside source.

Q: Organizations will be more responsive to the changing business environment if they have very little conflict.

Q: Constructive conflict tests the logic of arguments and encourages participants to re-examine their basic assumptions.

Q: The most recent perspective on conflict is that an optimal level exists which is beneficial to the organization.

Q: Organizations should eliminate conflict in order to be more productive.

Q: Conflict can reduce the significance of organizational politics.

Q: Conflict is based on the technical skills of the parties involved and is independent of their perceptions.

Q: In organizational settings, power is defined as: A. the practice of trying to influence another person. B. the capacity to influence others. C. the act of changing another person's attitudes and behaviors. D. the extent to which one person is required to follow another person's commands even though he or she does not want to follow the commands. E. the ability of a person who is dependent on another person to dominate another person who is not at all dependent on the first person.

Q: Organizational politics tends to increase in situations where decisions become routine and programmed.

Q: People with strong Machiavellian values are more likely to engage in organizational politics.

Q: Machiavellian values help employees to recognize and avoid using political tactics in organizational settings.

Q: Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous.

Q: Office politics flourish when resource allocation decisions are ambiguous and complex with no formal rules.

Q: Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.

Q: Organizational politics can result in lower job satisfaction, and high levels of work-related stress.

Q: Organizational politics refers to any use of power to influence others.

Q: Research indicates that ingratiation is more commonly used by managers in high power distance cultures than by managers in low power distance cultures.

Q: The preferred influence tactics vary across cultures.

Q: Supervisors who use ingratiation and impression management tactics tend to lose the respect of their staff.

Q: The most appropriate influence tactic depends in part on the influencer's power base and position in the organization.

Q: People who have expertise tend to have more influence using persuasion.

Q: Soft influence tactics such as persuasion tend to build compliance rather than commitment to the influencer's request.

Q: Joe wears his "signature" clothing to work every day: black shirt, black tie, black pants. This could be called his "personal brand."

Q: As impression management is inherently unethical, it is discouraged by career professionals.

Q: Impression management is a common strategy for people trying to get ahead in the workplace.

Q: In persuasive communication, the inoculation effect involves warning listeners that others will try to influence them in the future and that they should be aware of the opponent's arguments.

Q: People are more persuasive when they rely on logical arguments and avoid emotional appeals.

Q: A coalition gains power by symbolizing the legitimacy of the issue supported by the coalition.

Q: A coalition attempts to influence people outside the group by pooling the resources and power of its members.

Q: Extreme forms of assertiveness include bullying colleagues.

Q: Silent authority is also known as deference to authority.

Q: Exchange, ingratiation, and persuasion are considered "hard" influence tactics.

Q: A feature of influence is that it operates down the corporate hierarchy but not up or across that hierarchy.

Q: People with power over others have more difficulty empathizing.

Q: People who have more power over others engage in more automatic rather than mindful thinking.

Q: As people become more powerful they tend to become less goal-oriented, less motivated, and more focused on gaining additional power.

Q: Bridging a structural hole makes a person a broker, who controls information flow and gains additional power in the network.

Q: The gap between two clusters of people in a social network is called a structural hole.