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Exam 1: The Nature of Negotiation

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Question 1

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How does choice motivate negotiation?

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Choice motivates negotiation when someone thinks they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate.

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Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available alternative.

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Why should negotiators be versatile in their comfort and use of both value-claiming and value-creating strategic approaches?

Most actual negotiations are a combination of claiming and creating value processes.

It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles.

It is always a good time to negotiate.

BATNA stands for:

When the goals of two or more people are interconnected so that only one can achieve the goal-such as running a race in which there will be only one winner-it is a competitive situation, also known as a zero-sum (or distributive) situation.

Which of the following statements about conflict is true?

Describe tangible and intangible factors in negotiation?

Contrast and compare the dilemmas of honesty and trust.

Most individuals in Western culture do not negotiate enough.

Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobby.

A creative negotiation that meets the objectives of all sides may not require compromise.

Negotiation is about resolving:

What role do concessions play when a proposal isn't readily accepted?

Concessions restrict the range of options within which a solution or an agreement will be reached.

What are concessions?

Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.

Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive or competitive than they really are.