Which of the following are potentially constructive ways to balance power in a negotiation?

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Which of the following are potentially constructive ways to balance power in a negotiation?

Hire a mediator to help you.

Begin to avoid people who we perceive to have higher power.

Use your skills in manipulation.

Feign ignorance.

Focus on your own needs and tasks.

Question 2. Question :

Which of the following is NOT an assumption of collaborative negotiation?

Common interests are valued and sought.

Interdependence is recognized and enhanced.

Limited resources do not exist.

The goal is a mutually agreeable solution that is fair to all.

The negotiating world is controlled by enlightened self-interest.

Question 3. Question :

Which of the following is a disadvantage of collaborative bargaining?

The bias toward cooperation may result in internal pressure to compromise when you don’t really want to.

It avoids confrontation.

There is an increased vulnerability to deception and manipulation by a competitive opponent.

It requires substantial process knowledge and skill to be effective.

All are potential disadvantages of collaborative bargaining.

Question 4. Question :

From a competitive approach, Principled Negotiation may appear weak. According to the authors of your text, strength or toughness comes in the form of:

accommodating the other.

firm flexibility.

standing up for your principles at all costs.

relying on criteria established by others.

inherent interests

Question 5. Question :

Why is “expanding the pie” an effective way of negotiating collaboratively?

It threatens both parties into giving up their piece of the pie

Someone is always “hungrier.”

It attempts to expand scarce resources available, altering the conflict structure

People become more entrenched in their “positions.”

The playing field is “leveled.”

Question 6. Question :

Negotiation that is transformational is defined as:

cooperating fully with the other.

creating something new from what existed before.

using your intuition to help reframe the conflict.

cooperative competitiveness.

the exchange of rational self-interest.

Question 7. Question :

Collaborative conflict management requires:

one person to give up his/her needs.

one person to have more power than the other.

both people give up something important.

too much time to be effective.

all parties to give their best communication efforts.

Question 8. Question :

Which of the following is NOT true of competitive bargainers?

They will make high opening demands and concede slowly.

They will recognize and enhance interdependence.

They will exaggerate the value of concessions that are offered.

They will try to resist persuasion on issues.

Competitive bargainers will do all of the above.

Question 9. Question :

Your down-coat company is having an unusually large amount of business due to an extremely cold winter. Your boss expects you to keep up with your work, but won't allow overtime, due to cost-cutting throughout the company. You suggest that they hire another person, although you realize the large volume of business is temporary. When you discuss this with your boss, you both decide that your boss can help you temporarily, thus finding an inexpensive solution to your problem. This is an example of which communication pattern?


cost cutting




Question 10. Question : Which of the following negotiation strategies does not apply to Cheap Statue (Application 8.2 – page 247)?

win/lose perspective

competitive negotiation

cultural effects

cost cutting

bargaining range




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    Which of the following are potentially constructive ways to balance power in a negotiation?

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