Final Exam Samples

aggressive

confusing

contentious

identifiable

counter indicating

strike back.

reject the offer.

give in.

make it hard to say no.

break off negotiations.

collaborative moves

process moves

pressure moves

social moves

perspective moves

pressed.

defeated.

converted.

exchanged.

reserved.

Ignore them.

Respond in kind.

Call them on it.

Offer to change to more productive methods.

Do all of the above.

mediator application of rewards and inducements to entice the parties into making concessions and agreements.

trying to force the parties to reduce their levels of aspiration in the absence of perceived potential for an integrative resolution.

assisting the parties to engage in integrative exchange, as they would in win-win negotiation in the mediator's absence.

standing back from the dispute, leaving the parties to work things out on their own.

The inaction mediation strategy involves all of the above.

the parties have built a successful relationship.

the parties have failed to build a relationship or manage their interdependence positively.

the parties have grown into negotiation partners.

the parties have successfully resolved a dispute.

Intervention by a third party signals all of the above.

is a more structured, active approach to resolving conflict.

leads to more frequent and desirable outcomes.

produces more positive attitudes toward mediation.

decreases disputant hostility and the damaging effect of difficult conflicts based on intangible issues.

Research shows that all of the above are results of the problem-solving style of mediation.

are mechanisms for the parties to resolve their own disputes without the help of any third party.

are systems that companies establish to prevent disputes.

provide a third party neutral who assists the parties in negotiating a resolution.

use the technical expertise of a third party to determine the facts in a specific situation and how the facts should be interpreted in the case.

None of the above describes preventive ADR systems.

have the same power as arbitrators.

have no formal power over outcomes.

have the authority to resolve the dispute on their own.

have the power to impose a solution.

Mediators have all of the above characteristics.

if negotiators anticipate that their own failure to agree will lead to a binding arbitrator's intervention, it may cool their incentive to work seriously for a negotiated settlement.

when arbitration is anticipated as a result of the failure of parties to agree, negotiators may lose interest in the process of negotiating.

as the frequency of arbitration increases, disenchantment with the adequacy and fairness of the process develops, and the parties may resort to other means to resolve their disputes.

arbitrated disputes may engender less commitment to the settlement than alternative forms of dispute resolution.

The decision-acceptance effect states all of the above.

was more costly.

was more time-consuming.

produced greater disputant satisfaction.

was more complicated to implement.

Brett, Barsness and Goldberg found that mediation was all of the above.

issue identification

positive framing of the issues

content mediation

mediated arbitration

Esser and Marriott found all of the above to be equally effective.

a high concern for parties' aspirations and a high perception of common ground.

a high concern for parties' aspirations and a low perception of common ground.

a low concern for parties' aspirations and a high perception of common ground.

a low concern for parties' aspirations and a low perception of common ground.

The compensation form of mediation strategy involves none of the above.

a manager exerts high control over both the process and the decision.

a manager exerts high control over the decision, but not the process.

a manager exerts low control over the decision, but high control over the process.

a manager does not exert control over the decision, and only a small amount of control over the process.

None of the above describes inquisitorial intervention.