Adm 361

Front 1

Which perspective can be used to understand different aspects of negotiation?

Back 1

Experience as negotiators ourselves and the rich number of negotiations that occur every day in our lives and in the lives of people around the world.
Media – television, radio, newspaper magazine, and Internet
Wealth of social science research that has been conducted on numerous aspects of negotiation.

Front 2

To most people the words “bargaining” and “negotiation are

Back 2

the same.

Front 3

What are the two dilemmas of negotiation?

Back 3

Honesty and Trust

Front 4

Tangible factors are

Back 4

Price or Terms of agreement

Front 5

The target point is the

Back 5

point at which a negotiator would like to conclude negotiations.

Front 6

Disrupting action tactics can cause

Back 6

anger, and escalate the conflict.

Front 7

The opening stance is an

Back 7

attitude to adopt during negotiation (kind-bargaining and tough-exaggerated.

Front 8

What action can be taken after the first round of offers?

Back 8

Counteroffer (set demands)

Front 9

Concession making

Back 9

contains valuable information – the firmer, the closer to the resistance point.

Front 10

Hardball tactics are designed to

Back 10

pressure negotiators to do things they would not otherwise do, and their presence usually disguises the user’s adherence to a decidedly distributive bargaining approach.

Front 11

Which of the following is a major step in the integrative negotiation process?

Back 11

(1) identify and define the problem
(2) understand the problem and bring interests and needs to the surface
(3) generate alternative solutions to the problem, and
(4) evaluate those alternatives and select claiming value among them.

Front 12

Substantive interests

Back 12

) are intrinsically satisfying and helps to achieve long-range goals.

Front 13

In brainstorming:

Back 13

• avoid judging or evaluating solutions
• separate the people from the problem, and
• exhaustive during the brainstorming process; and ask outsiders.

Front 14

A common goal is one in which all

Back 14

parties share equally, each one benefitting in a way that would not be possible if they did not work together.

Front 15

When people do not trust each other hey are more than likely to engage in which of the following behaviors?

Back 15

Defensiveness, look for deceptive hidden meanings, and withdraw and withhold information. Negotiators become hesitant, cautious, and distrustful of each other, hindering negotiation.

Front 16

What are the most critical precursors for achieving negotiation objectives?

Back 16

Effective strategy and planning.

Front 17

A negotiators goals:

Back 17

• are not wishes
• are linked to the other party’s goals
• have boundaries or limits of what they can be, and
• are concrete specific, and measurable.

Front 18

Characteristics of collaborative strategies include:

Back 18

• a variable amount of resources to be divided
• pursuit of goals held jointly with others
• long-term focus
• maximize joint outcome
• trust and openness, active listening, joint exploration of alternatives
• parties know and convey real needs while seeking and responding to needs of the other
• parties are predictable and flexible when appropriate, trying not surprise
• parties share information honestly
• parties make effort to find mutually satisfying solutions using logic, creativity, and constructiveness
• abandon bad images and considerate of ideas on their merit
• subsumes all self-interested in the common of good
• Address – What is the best way to address the needs of all parties
• Include a group dynamic facilitator if difficulties occur

Front 19

Getting to know the other party and understanding similarities and differences represents that key step in the negotiation process:

Back 19

relationship building

Front 20

Effective planning requires hard work on the following points:

Back 20

• Defining issues
• Assembling issues and defining the bargaining mix
• Defining interests
• Defining resistance points
• Defining alternatives (BATNA)
• Defining one’s own objectives (targets) and opening bids (where to start)
• Assessing constituents and the social context in which the negation will occur.
• Analyzing the other party
• Planning the issue presentation and defense
• Defining protocol – where, when what, and so on

Front 21

Which represents the best deal we can possible hope to achieve?

Back 21

Alternatives – they define whether the current outcome is better than another possibility.

Front 22

If the other party has a strong and viable alternative, he/she will

Back 22

probably be confident in negotiation, set high objectives, and willing to push hard to those objectives.

Front 23

A negotiator should ask which of the following questions when presenting issues to the other party to assemble information.

Back 23

• What facts support my point of view?
• Whom may I consult or talk with to help me elaborate or clarify the facts?
• Have these issues been negotiated before by other sunder similar circumstances?
• What is the other party’s point of view likely to be? How can I develop and present the facts so they are most convincing?

Front 24

Perception is

Back 24

the process by which individuals connect to their environment. It is a “sense-making process.” People interpret their environment so they can respond appropriately.

Front 25

The Endowment Effect

Back 25

is the tendency to over value something you own or believe you possess. It can lead to inflated estimations of value that interfere with reaching a good deal.