Question 41) When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?     effect symphony     improvise an approach     embrace the other party's approach     employ agents or advisors     Negotiators are using all of the above approaches

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Question 41) When working to create a new approach that may include aspects of either home culture or adopt practices from a third culture, negotiators are using what approach?

		effect symphony
		improvise an approach
		embrace the other party's approach
		employ agents or advisors
		Negotiators are using all of the above approaches.

Question 42

In group-oriented cultures

		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.

Question 43

Which of the following is not one of Janosik's four ways that culture is used in international negotiation?

		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.

Question 44

The "embrace the other party's approach" strategy involves

		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.

 

 

 

Question 45

The "culture-as-shared-value" approach

		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.

Question 46

According to Salacuse, which of the following is not a factor in the environmental context of negotiations?

		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.

Question 47

"Coordinating adjustment" involves

		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.

Question 48

The individualism/collectivism dimension describes

		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.

 

Question 49

Which of the following is an immediate context factor in cross-cultural negotiations?

		external stakeholders
		instability
		international economic factors
		relationship between negotiators
		All of the above are immediate context factors in cross-cultural negotiations.

Question 50

Political and legal pluralism can make cross cultural negotiations more complex because

		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.

Question 51

In the GRIT strategy for synchronized de-escalation,

		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.

Question 52

Role reversal

		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.

 

 

 

Question 53

Which of the following makes a negotiation more intractable?

		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

Question 54

Which of the following is not one of Fisher's major approaches to fractionating conflict?

		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.

Question 55

Direct analogies are those in which

		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.

Question 56

Which of the following approaches can be used to de-escalate conflict by establishing commonalties or focusing on common objectives?

		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.

 

 

 

 

Question 57

Which is not a way parties avoid conflict per Mayer?

		Aggressive avoidance
		Passive aggressive avoidance
		Avoidance through premature problem solving
		Avoidance through surrogates
		All are ways parties avoid conflict

Question 58

Smyth suggests that the most intractable situations occur

		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.

Question 59

What strategy does Fisher suggest to make options more desirable to the opponent?

		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.

Question 60

Which of the following techniques is the least effective in resolving impasses and defusing volatile emotion?

		separating the parties
		tension management
		active listening
		synchronized de-escalation
		all of the above techniques aid in resolving impasses