Test Bank – Chapter 5 - Developing a Negotiation Style 1

TEST BANK FOR MIND AND HEART OF THE

NEGOTIATOR 6TH EDITION THOMPSON
0133571777 9780133571776

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MULTIPLE-CHOICE QUESTIONS

1. There are three main social value motivational orientations in negotiation: competitive,
cooperative, and individualistic. The “cooperative” negotiator prefers to:
A. maximize their own gains
B. make interpersonal comparisons
C. seek equality (p. 93)
D. make deductions about other people’s motivations

2. According to the interests-rights-power model of disputing, negotiators who use an interests-

based approach when faced with a dispute situation:
A. attempt to reconcile differences in a way that addresses both parties’ needs and
concerns (p. 100)
B. focus on standards of fairness, including legal rights, precedents previously set, or
expectations based on norms.
C. use threats only in the late stages of negotiation
D. never use threats

3. When it comes to using power and making threats in negotiation, all of the following are true
except:
A. power tends to be reciprocated with power
B. by using power it is easy to expand the pie (p. 110)
C. a credible threat may restart negotiations
D. it often produces a “winner” and a “loser”

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 Test Bank – Chapter 5 - Developing a Negotiation Style 2

4. Regarding the different aspects of a negotiator’s motivational orientation and style,

negotiators who use a competitive-based approach tend to:
A. be indifferent as to how much the counterparty is getting in the agreement
B. want to maximize the difference between their own profits and those of the other
party (p. 93)
C. want to minimize the difference between negotiators’ outcomes
D. legitimize the counterparty’s needs

5. Negotiators often compare their inputs and outputs with others. Which of the following
statements is true regarding social comparison in negotiation?
A. When a pro-social cooperator negotiates with a competitor, they are less likely to
accept an unfair offer, as compared to individualists and competitors
B. People will sometimes refuse a larger salary if it means this would equate
outcomes between themselves and another party (pp. 97-98)
C. Men are more likely to engage in social comparison than women
D. Women are more likely to engage in social comparison than men

6. Regarding the interests, rights, and power model of disputing, a negotiator who uses an
interests-based approach is characterized by:
A. the use of status, rank, threats, and intimidation
B. an interest in the counterparty’s underlying needs, desires, and concerns (p. 100)
C. attempts to understand the past events
D. an interest in the unequal distribution of resources as this focus often produces a
clear winner and a loser

7. Regarding the interests, rights and power model of disputing, a negotiator who uses a rights-
based approach is characterized by:
A. addressing the counterparty’s most pressing concerns
B. applying rank and status biases to the negotiation
C. invoking norms and precedents (p. 100)
D. learning about the counterparty’s underlying needs

8. Adjudication is a rights-based procedure for resolving disputes. Adjudication is best

characterized as a procedure that:
A. determines who is liable when contradictory standards apply
B. presents arguments to a third party who hands down a binding decision (p. 103)
C. formalizes goals for the negotiation
D. establishes the counterparty’s opening offer

9. All of the following are effective strategies for negotiators in their attempt to move a rights-
or power-based counterparty away from rights/power and back to interests except:
A. reciprocating rights or power and combining it with interests-based questions
B. suggesting a process intervention (e.g. “Let’s talk”)
C. building in some cooling-off periods during the negotiation
D. maintaining distance and avoid meeting the counterparty face-to-face (pp. 105-110)

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 Test Bank – Chapter 5 - Developing a Negotiation Style 3

10. Regarding the interests, rights and power model of disputing, a negotiator who uses a
power-based approach is characterized by:
A. an interest in reconciling differences in a way that addresses the counterparty’s most
pressing needs and concerns
B. a need to apply standards of fairness to negotiation
C. an interest in formalizing parties’ rights by law or contract
D. using status, rank, threats, and intimidation to prevail (p. 100)
11. With regard to motivational orientation, the negotiator whose goals are individualistic in
nature:
A. prefers to maximize his or her own gain and is indifferent to how much the other
person is getting from the agreement (p. 93)
B. prefers to maximize the difference between their own profits and those of the other
party
C. seeks to minimize the difference between the negotiating parties’ outcomes
D. is aggressive and egotistical during the negotiation
12. Cooperative negotiators often get taken advantage of. Which of the following is a strategy
that will help overly cooperative negotiators claim a greater share of resources?
A. Avoid delegating the negotiation task to an agent
B. Concentrate solely on the bottom line
C. Don’t tell anyone about his or her negotiation goals to avoid making promises or
reporting results
D. Insist on commitments, not just verbal agreements (p. 95)
13. With regard to reputation in negotiation, negotiators who use adversarial, stubborn, and
ethically-questionable behavior often have the effect of:
A. enhancing their reputations
B. improving their business relationships
C. being regarded as ineffective (p. 96)
D. decreasing their group status
14. Conflict escalation threatens the ability of negotiators to reach agreement. One of the most
effective ways to respond to a power move by an opponent is:
A. punishment
B. laugh at the behavior
C. do not reciprocate (p. 99)
D. encourage a bigger threat
15. With regard to how to move the counterparty away from rights and power, one of the most
effective methods is a process intervention; one of the least effective interventions is:
A. reciprocation (p. 107)
B. paraphrasing the other party’s statements
C. strategic cooling off periods
D. using self-discipline and not using personal attacks
16. In an effort to reduce the costs of resolving disputes and produce durable resolutions, some
organizations use a procedure in which senior executives consider the elements of a dispute.
This procedure is known as the:
A. wise counselor strategy (p. 108)
B. multistep negotiation procedure strategy
C. mediation-tribulation strategy

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 Test Bank – Chapter 5 - Developing a Negotiation Style 4

D. loop-back strategy
17. Regarding 3rd party techniques for dispute resolution, the _____ model involves an
arbitrator who makes a decision and places it in a sealed envelope. The threat of the
arbitrator’s decision sits on the table and is destined to be opened unless the parties reach
mutual agreement.
A. final-offer arbitration
B. conventional arbitration
C. med-arb (mediation followed by arbitration)
D. arb-med (arbitration followed by meditation) (p. 109)
18. With regard to effective dispute resolution, a method whereby parties learn to prevent
similar problems in the future is known as:
A. the mediation method
B. the wise counselor method
C. the postdispute analysis and feedback method (p. 110)
D. the crisis procedure method
19. Sometimes it is necessary to make a threat in negotiation. In order to make an effective
threat, a negotiator needs to threaten:
A. the other party’s credibility
B. aggressively
C. and intimidate the other party
D. the other party’s underlying interests (p. 111)
20. When using a power-based strategy and issuing an effective threat, a best practice is to:
A. be ambiguous about what actions are needed by the other party and unclear about
the consequences if they choose to not take action
B. make the other party believe that you have the ability to carry out the threat (p.
111)
C. avoid threatening the other party’s interests, but instead attack them personally
D. cut off the discussion pathway back to the discussion once your threat is issued
21. Regarding the emotions and emotional knowledge that can influence negotiations, what is
meant by strategic emotion?
A. The behavioral manifestation of felt emotions
B. Negative emotions directed at the counterparty
C. Carefully designed emotional displays orchestrated to take the counterparty off
guard (p. 112)
D. Talking about the counterparty behind their back
22. With regard to effective negotiation, the ability of negotiators to understand emotions in
themselves and others and to use that understanding to generate positive outcomes is
defined as:
A. emotional intelligence (p. 118-119)
B. motivational orientation
C. social comparison
D. reciprocity
23. The term that refers to a negotiator’s belief in their ability to effectively claim resources and
persuade others to make the majority of the concessions in a negotiation is:
A. integrative self-efficacy
B. distributive self-efficacy (p. 119)

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 Test Bank – Chapter 5 - Developing a Negotiation Style 5

C. emotional intelligence
D. the halo effect

DISCUSSION QUESTIONS

1. What are the fundamental differences between tough and soft negotiators, and what are the
disadvantages of adopting either stance?

2. Assess your own motivational orientation by completing the questions in Exhibit 5-3. Given
that a key to self-insight is recognizing the external factors that shape your motivational
orientation (following Richard Shell’s list), what tools do you need to help you become more
effective at pie-slicing and pie expansion?

3. What are some effective strategies for dealing with negative emotions at the bargaining table?

4. What are some of the main differences between cooperatively-motivated groups of

negotiators and individualistically-motivated negotiators?
5. Assess your own emotional style by completing the questionnaire in Exhibit 5-9. What are
the advantages and disadvantages of each emotional style?

6. What are some personal strategies a negotiator can use to move the counterparty away from
rights and power based arguments to an interest-based focus?

7. In what situations are the use of rights and power-based negotiation tactics justified?

Suggested answers:

1. Neither negotiation style is particularly effective in simultaneously expanding and slicing the
pie. The tough negotiator is unflinching, makes high demands, concedes little, holds out until
the very end, often rejects offers that are within the bargaining zone, often walks away from
potentially profitable deals, and gains a reputation for being stubborn. The soft negotiator
offers too many and too-generous concessions, reveals his or her reservation point, gives
away too much of the bargaining pie to the other party, and agrees too readily. (p. 91)

2. If the student scores high as a cooperative negotiator, the following tools can help keep him or
her balanced in a negotiation: avoid concentrating too much on your bottom line; develop
your BATNA; get an agent and delegate the negotiation task; tell a third-party about your
negotiation, make promises, and report your results; rehearse not saying yes to everything
that is proposed; insist on commitments, not just agreements. If the student scores high as a
competitive negotiator, the following tools can help keep him or her balanced in a negotiation:
think about pie-expansion, not just pie-slicing; ask more questions than you think you should;
rely on standards of fairness and objectivity; hire a relationship manager; be scrupulously
reliable; do not haggle when you can negotiate; always acknowledge the other party and
protect that person’s self-esteem. (p.94)

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3. Do not acquiesce to negative behavior, re-evaluate rather than suppress emotions, convey
positive emotions because emotions are contagious, and understand emotional triggers. (pp.
119-120)

4. When both negotiators have a cooperative orientation, they can be more effective in terms of
maximizing the pie. For example, cooperatively motivated negotiators outperform
individualists in terms of pie-expansion. Highly cooperative negotiators use more
integrative strategies (such as information exchange), make more proposals for mutual
coordination, and use fewer distributive tactics. Moreover, the more cooperatively
motivated people present in a negotiation, the more integrative information is exchanged.
When individualistically-motivated negotiators are at the table, distributive strategies
increase. Cooperators and individualists take different roads to reach win-win outcomes.
Individualists use the multiple-offer strategy and indirect information exchange strategy; in
contrast, cooperators share information about interests and priorities directly. (p. 96)

5. The pros and cons of using a positive negotiating style: negotiators process information
differently when working out of a positive mood, and these positive moods can facilitate
creative thinking. Negotiators with a positive negotiating style use more cooperative
strategies, engage in more information exchange, generate more alternatives, and use fewer
contentious tactics than do negative-style negotiators. Negotiators who experience positive
emotions see relationships among ideas and link together non-typical ideas. This response
builds rapport, which in turn helps to avoid impasse and facilitates the negotiation process.
However, positive-style negotiators must watch their emotions and their desire for
harmony and avoid the trap of being too cooperative in their negotiation style. The pros and
cons of using a negative negotiating style: negotiators who are strategically angry are more
likely to gain concessions from their opponent because the counterparty will assume the
angry person is close to their reservation point. Angry negotiators induce fear in their
opponents, and their opponents are more likely to succumb when they are motivated.
However, negotiators who show true anger, rather than strategic anger in negotiation, feel
little compassion for the counterparty and are less effective in terms of expanding the pie
than are happy, positive negotiators. (pp.113-118)
6. Resist the urge to reciprocate. By not reciprocating, you refocus your opponent. Getting
parties together for informal discussions can move them toward interests. Make sure that
you stay focused on the conflict and the issues and don’t use personal attacks. Make sure
that you are not rewarding the other party’s rights or power-based behavior. One effective
strategy is to reciprocate rights or power, but combine it with interests-based questions or
proposals. The use of process interventions that are interests-based which can include any
of the pie-expanding strategies (ex: multiple offers, revealing information about priorities)
as well as dispute resolution strategies. Another strategy is to agree to talk and listen to
each other for 20 minutes and then argue. The use of built-in cooling off periods can allow
parties to better assess their own needs and interests, independent of rights and power
issues. Make it a rule that you can’t make your point until you restate the other person’
point to his or her satisfaction. Recognizing and labeling a power or rights based tactic as
ineffective can neutralize or refocus negotiations. (pp. 105-107)

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 Test Bank – Chapter 5 - Developing a Negotiation Style 7

7. Rights and power may be appropriate to use in the following situations: the other party
refuses to come to the table. Negotiations have broken down and parties are at an impasse.
The other party needs to know you have power. Someone has violated a rule or broken the
law. Interests are so opposed that agreement is not possible. Social change is necessary.
Negotiators are moving toward agreement and parties are positioning themselves. (pp.
111-112)

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