Final Exam Samples

effect symphony

improvise an approach

embrace the other party's approach

employ agents or advisors

Negotiators are using all of the above approaches.

the individual comes before the group's needs.

decisions are primarily made by senior executives.

decision making is an efficient, streamlined process.

negotiators may be faced with a series of discussions over the same issues and materials with many different people.

All of the above occur in group-oriented cultures.

culture as learned behavior

culture as economic indicator

culture as shared values

culture as dialectic

Each of the above is one of Janosik's four ways that culture is used in international negotiation.

adopting completely the approach of the other party.

both parties making mutual adjustments to find a common process for negotiation.

creating a new approach that may include aspects of either home culture or practices from a third culture.

persuading the other party to use your approach.

The "embrace the other party's approach" strategy involves all of the above.

concentrates on documenting the systematic negotiation behavior of people in different cultures.

concentrates on understanding the central values and norms of a culture and then building a model for how these norms and values influence negotiations within that culture.

recognizes that all cultures contain dimensions or tensions among their different values.

recognizes that no human behavior is determined by a single cause.

All of the above are elements of the "culture as shared" value approach.

political and legal pluralism

foreign governments and bureaucracies

relative bargaining power

international economic factors

All of the above are factors in the environmental context of negotiations.

adopting completely the approach of the other party.

making conscious changes to your approach so that it is more appealing to the other party.

both parties making mutual adjustments to find a common process for negotiation.

crafting an approach that is specifically tailored to the negotiation situation.

"Coordinating adjustment" involves all of the above.

the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally.

the extent to which the society is organized around individuals or the group.

the extent to which cultures hold values that were traditionally perceived as masculine or feminine.

the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.

None of the above describes the individualism/collectivism dimension.

external stakeholders

instability

international economic factors

relationship between negotiators

All of the above are immediate context factors in cross-cultural negotiations.

there may be implications for the taxes that the organization pays.

there may be implications for the labor codes or standards that the organization must meet.

there may be different codes of contract law and standards of enforcement.

political considerations may enhance or detract from the conduct of business negotiations in various countries at different times.

Political and legal pluralism can make cross cultural negotiations more complex because of all of the above.

the party who desires to withdraw from the negotiation initiates the action.

unilateral actions are required of both sides.

a negotiator makes a concession and states that it is part of a deliberate strategy to reduce tension.

each party makes a concession only when he or she knows that the opposing party will reciprocate in kind.

All of the above are elements of the GRIT strategy.

is applicable and useful only in integrative bargaining situations.

is only useful in sharpening the differences between actual positions.

helps negotiators place themselves in the other party's shoes.

gives the negotiator inside information about the opposing negotiator's strategy.

None of the above is true of role reversal.

The parties themselves are well organized

The conflict frequently de-escalates

The parties themselves are unorganized, loosely connected, and lacking structure

The social system from which the parties come is clearly structured

There is general consensus on underlying values, but a disagreement on how resources are to be allocated

reduce the number of parties on each side

restrict the precedents involved, both procedural and substantive

state issues in concrete terms rather than as principles

role reversal and imaging processes

All of the above encompass Fisher's approaches to fractionating conflict.

the problem is placed or examined in a totally different field of information.

the problem is restated in terms of a party's fantasized or wished-for state.

a party puts himself or herself in the problem situation, attempting to identify with it or empathize with those in the situation.

a different, often graphic image is conjured up to focus attention and provide a starting point for more open discussion.

None of the above describes direct analogies.

responding in kind

confronting offensive behavior

imaging

establishing superordinate goals

None of the above can be used to de-escalate conflict by establishing commonalties or focusing on common objectives.

Aggressive avoidance

Passive aggressive avoidance

Avoidance through premature problem solving

Avoidance through surrogates

All are ways parties avoid conflict

when a change in the power balance is at stake, and for which there are firmly agreed-upon social institutions for dealing with the power change.

when the power relationship does not change, and for which there are firmly agreed-upon social institutions for dealing with the power change.

the perceived need to negotiate simultaneously about change in power and the applicable, appropriate institutions for maintaining that power shift.

when the power relationship does not change, and for which there are no agreed-upon social institutions for dealing with the power change.

Smyth suggests that the most intractable situations occur in all of the above circumstances.

give them a "yesable" proposal

ask for a different decision

sweeten the offer

use legitimacy or objective criteria to evaluate solutions

Fisher suggests all of the above strategies to make options more desirable.

separating the parties

tension management

active listening

synchronized de-escalation

all of the above techniques aid in resolving impasses