Chapter 04 - Negotiation: Strategy and Planning

Chapter 04
Negotiation: Strategy and Planning
 

Fill in the Blank Questions

 

1. Without effective planning and target setting, results occur more by ____________ than by
negotiator effort. 
________________________________________

2. Effective goals must be __________, __________, and __________. 

________________________________________

3. Tactics are subordinate to strategy; they are structured, directed and driven by
____________ considerations. 
________________________________________

4. A negotiator's unilateral choice of strategy is reflected in the answers to two simple
questions: how much concern does the actor have for achieving the ____________ outcomes
at stake in this negotiation, and how much concern does the negotiator have for the current
and future quality of the ____________ with the other party? 
________________________________________

5. A strong interest in achieving only substantive outcomes tends to support a ____________
strategy. 
________________________________________

6. The decision to negotiate is closely related to the desirability of ____________

__________. 
________________________________________

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Chapter 04 - Negotiation: Strategy and Planning

7. ____________ strategies tend to create "we-they" or "superiority-inferiority" patterns,

which often lead to distortions in judgment regarding the other side's contributions and
efforts, and to distortions in perceptions of the other side's values, needs and positions. 
________________________________________

8. ____________ strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight. 
________________________________________

9. Negotiation, like communication in problem-solving groups, proceeds through distinct

____________ or __________. 
________________________________________

10. According to Greenhalgh's stage model of negotiation, ____________ is extremely

critical to satisfactorily moving the other stages forward. 
________________________________________

11. ____________ is the process by which each party states their "opening offer." 
________________________________________

12. The dominant force for success in negotiation is in the ____________ that takes place
prior to the dialogue. 
________________________________________

13. Multiple-issue negotiations lend themselves more to ____________ negotiations. 

________________________________________

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Chapter 04 - Negotiation: Strategy and Planning

14. ____________ issues are often difficult to discuss and rank-order. 

________________________________________

15. ____________ are the points where you decide that you should stop the negotiation rather
than continue, because any settlement beyond this point is not minimally acceptable. 
________________________________________

16. A ____________ ____________ is the place where you decide that you should absolutely
stop the negotiation rather than continue because any settlement beyond this point is not
minimally acceptable. 
________________________________________

17. ____________ are other agreements negotiators could achieve and still meet their needs. 
________________________________________

18. ____________ ____________ often requires considering how to package several issues

and objectives. 
________________________________________

19. A "field analysis" is one way to assess all the key parties in a __________. 
________________________________________

20. In a ____________ negotiation, the other party may be less likely to disclose information,
and/or may misrepresent their limits and alternatives. 
________________________________________

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Chapter 04 - Negotiation: Strategy and Planning

21. When the other side raises an unexpected issue the negotiator is completely unprepared to
discuss, the experienced negotiator may ask for a ____________ to get information and
prepare themselves on the new issue. 
________________________________________

22. ____________ is the most critically important activity in negotiation. 

________________________________________

23. Having a sense of direction and the ____________ derived from it is a very important
factor in affecting negotiating outcomes. 
________________________________________

 
 

True / False Questions

 

24. If what we want exceeds what the other party is capable of or willing to give, we must
either change our goals or end the negotiation. 
True    False

25. The pursuit of only a singular, substantive goal often tends to support the choice of a
competitive strategy. 
True    False

26. If both substance and relationship outcomes are important, the negotiator should pursue a
competitive strategy. 
True    False

27. A competitive strategy would be appropriate when the relationship outcome is relatively
more important to the strategizer than the substantive outcome. 
True    False

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Chapter 04 - Negotiation: Strategy and Planning

28. Distributive strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight. 
True    False

29. The objective of "closing the deal" is to build commitment to the agreement. 

True    False

30. The dominant force for success in negotiation is in the dialogue that takes place prior to
the planning. 
True    False

31. Single-issue negotiations can often be made integrative by working to decrease the

number of issues. 
True    False

32. Large bargaining mixes allow many possible components and arrangements for
settlement. 
True    False

33. It is important to set priorities and possibly assign points for both tangible and intangible
issues. 
True    False

34. Interests may be process-based and relationship-based. 

True    False

35. Interests are what a negotiator wants. 

True    False

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Chapter 04 - Negotiation: Strategy and Planning

36. Alternatives are very important in both distributive and integrative processes because they
define whether the current outcome is better than any other possibility. 
True    False

37. It is not possible to evaluate packages the same way as evaluating individual issues. 
True    False

38. If intangibles are a key point of the bargaining mix, negotiators must know the point at
which they are willing to abandon the pursuit of an intangible in favor of substantial gains on
tangibles. 
True    False

39. Context issues (e.g., history of the relationship) can affect negotiation. 

True    False

40. Gathering information about the other party is a critical step in preparing for negotiation. 
True    False

41. It is sufficient to learn about the other party's interests and resources. 
True    False

42. In a distributive negotiation, the other party may be less likely to disclose information
about their limits and alternatives. 
True    False

43. Drawing up a firm list of issues before the initial negotiation meeting is a valuable process
because it forces negotiators to think through their positions and decide on objectives. 
True    False

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Chapter 04 - Negotiation: Strategy and Planning

44. In new bargaining relationships, discussions about procedural issues should occur after the
major substantive issues are raised. 
True    False

 
 

Multiple Choice Questions

 

45. What are the most critical precursors for achieving negotiation objectives? 
A. Effective strategizing, planning and preparation
B. Goal setting and target planning
C. Defining frames and setting goals
D. Framing and strategizing
E. None of the above

46. A negotiator's goals: 

A. are intrinsically in conflict with his opponent's goals
B. have no boundaries or limits
C. are explicitly stated wishes
D. must be reasonably attainable
E. all of the above

47. The less concrete and measurable goals are: 

A. the harder it is to communicate to the other party what we want
B. the easier it is to understand what your opponent wants
C. the easier it is to determine whether a particular outcome satisfies our goals
D. the harder it is to restate what the initial goal was
E. all of the above

48. Which is not a difference between strategy and tactics? 

A. Scale
B. Goals
C. Perspective
D. Immediacy

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Chapter 04 - Negotiation: Strategy and Planning

49. A strong interest in achieving only substantive outcomes tends to support which of the
following strategies? 
A. Collaborative
B. Accommodating
C. Competitive
D. Avoidance
E. None of the above

50. A strong interest in achieving only the relationship outcomes suggests one, if any, of the
following strategies. Which one? 
A. Competitive
B. Accommodation
C. Collaborative
D. Avoidance
E. None of the above

51. Avoidance could best be used when: 

A. negotiation is necessary to meet your needs.
B. the time and effort to negotiate are negligible.
C. the available alternatives are very strong.
D. the only available negotiator is a senior manager.
E. all of the above.

52. Which one of the following is as much a win-lose strategy as competition, although it has
a decidedly different image? 
A. Collaboration
B. Avoidance
C. Engagement
D. Accommodation

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Chapter 04 - Negotiation: Strategy and Planning

53. Characteristics of collaborative strategies include: 

A. long-term focus
B. trust and openness
C. efforts to find mutually satisfying solutions
D. pursuit of goals held jointly with others
E. all of the above

54. In an accommodative negotiation, the relationships have: 

A. a short-term focus
B. a long-term focus
C. may be either short term or long term
D. none of the above

55. Accommodative strategies emphasize: 

A. Subordinating one's own goals in favor of those of others.
B. Secrecy and defensiveness.
C. Abandonment of bad images and consideration of ideas based on merit.
D. A key attitude of "I win; you lose".
E. All of the above.

56. Getting to know the other party and understanding similarities and differences represents
what key step in the negotiation process: 
A. preparation
B. information gathering
C. relationship building
D. information using
E. None of the above

57. Which is not a key step to an ideal negotiation process? 

A. Preparation
B. Relationship Building
C. Information Gathering
D. Bidding
E. All of the above are key steps

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Chapter 04 - Negotiation: Strategy and Planning

58. What is the dominant force for success in negotiation? 

A. A distributive vs. integrative strategy
B. The planning that takes place prior to the dialogue
C. The discussions that precede planning sessions
D. The tactics selected in support of strategic goals
E. All of the above

59. Effective planning requires hard work on the following points: 

A. Defining the issues
B. Defining the bargaining limit
C. Defining interests
D. Defining limits and alternatives
E. All of the above

60. Interests can be: 

A. substantive, directly related to the focal issues under negotiation
B. process based, related to the manner in which we settle this dispute
C. relationship based, tied to the current or desired future relationship between the parties
D. based in the intangibles of the negotiation
E. all of the above

61. Which is not true of limits? 

A. Limits are the point where you should stop the negotiation.
B. Limits are also called resistance points.
C. Establishing limits is a critical part of planning.
D. Limits should be ignored in a bidding war.
E. All of the above are true about limits.

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Chapter 04 - Negotiation: Strategy and Planning

62. Does any of the following represent the point at which we realistically expect to achieve a
settlement? 
A. Specific target point
B. Resistance point
C. Alternative
D. Asking price
E. None of the above

63. Which represents the best deal we can possibly hope to achieve? 

A. Specific target point
B. Resistance point
C. Alternative
D. Asking price
E. None of the above

64. Reactive strategies: 
A. encourage negotiators to be more flexible and creative
B. can efficiently clear up confusion about issues
C. will lessen a negotiator's defensive posture
D. can make negotiators feel threatened and defensive
E. none of the above

65. If the other party has a strong and viable alternative, he/she will 
A. be dependent on achieving a satisfactory agreement
B. appear aggressive and hostile in negotiations
C. set and push for high objectives
D. have unlimited negotiating authority
E. all of the above

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Chapter 04 - Negotiation: Strategy and Planning

66. A negotiator should ask which of the following questions when presenting issues to the
other party to assemble information.? 
A. What facts support my point of view?
B. Whom may I consult or take with to help me elaborate or clarify the facts?
C. What is the other party's point of view likely to be?
D. How can I develop and present the facts so they are most convincing?
E. All of the above questions should be asked.

67. Under which of the following questions of protocol would you find a bargaining
relationship discussion about procedural issues that should occur before the major substantive
ones have been raised? 
A. What agenda should we follow?
B. Where should we negotiate?
C. What is the time period of the negotiation?
D. What might be done if negotiation fails?
E. How will we keep track of what is agreed to?

 
 

Short Answer Questions

 

68. What are the most critical precursors for achieving negotiation objectives? 

 
 

69. What are the three types of goals? 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

70. Define goal. 

 
 

71. Why is it important for goals to be concrete, specific and measurable? 

 
 

72. How does short-term thinking affect our choice of strategy and limit our view? 

 
 

73. Define strategy and tactics. 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

74. What are the four types of initial strategies for negotiators? 

 
 

75. What strategic negotiation purposes can be served by avoidance? 

 
 

76. What is the primary goal in the use of the strategy of accommodation? 

 
 

77. What is a drawback of accommodation strategies? 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

78. Why is it important to understand the typical steps or flow in a negotiation? 

 
 

79. Define Relationship building, a key step in an ideal negotiation. 

 
 

80. Research by Greenhalgh suggests there are seven key steps to an ideal negotiation
process. What are those seven steps? 

 
 

81. Which of the Greenhalgh seven steps of negotiation do Asian negotiators spend a great
deal of time on? 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

82. What specific steps are entailed in effective planning? 

 
 

83. Define bargaining mix. 

 
 

84. What are the advantages and disadvantages of large bargaining mixes? 

 
 

85. Why may bargainers want to consider "giving away something for nothing?" 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

86. What information do we need about the other party to prepare effectively? 

 
 

87. What are the advantages and disadvantages of limiting a negotiator's authority? 

 
 

88. What elements of the negotiation protocol might it be useful to prenegotiate? 

 
 

89. Why is note taking critical? 

 
 

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Chapter 04 - Negotiation: Strategy and Planning

90. What is likely to happen to a negotiator who resolves procedural issues before the major
substantive ones are raised? 

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Chapter 04 - Negotiation: Strategy and Planning

 Chapter 04 Negotiation: Strategy and Planning Answer Key

 

Fill in the Blank Questions

 

1. (p. 89) Without effective planning and target setting, results occur more by ____________
than by negotiator effort. 
chance

2. (p. 90) Effective goals must be __________, __________, and __________. 

concrete, specific, measurable

3. (p. 91) Tactics are subordinate to strategy; they are structured, directed and driven by
____________ considerations. 
strategic

4. (p. 92) A negotiator's unilateral choice of strategy is reflected in the answers to two simple
questions: how much concern does the actor have for achieving the ____________ outcomes
at stake in this negotiation, and how much concern does the negotiator have for the current
and future quality of the ____________ with the other party? 
substantive, relationship

5. (p. 92, 93) A strong interest in achieving only substantive outcomes tends to support a
____________ strategy. 
competitive (or distributive)

6. (p. 93) The decision to negotiate is closely related to the desirability of ____________

__________. 
available alternatives

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Chapter 04 - Negotiation: Strategy and Planning

7. (p. 94) ____________ strategies tend to create "we-they" or "superiority-inferiority" patterns,

which often lead to distortions in judgment regarding the other side's contributions and
efforts, and to distortions in perceptions of the other side's values, needs and positions. 
Distributive

8. (p. 94) ____________ strategies may generate a pattern of constantly giving in to keep the

other happy or to avoid a fight. 
Accommodative

9. (p. 96) Negotiation, like communication in problem-solving groups, proceeds through distinct

____________ or __________. 
phases, stages

10. (p. 96) According to Greenhalgh's stage model of negotiation, ____________ is extremely

critical to satisfactorily moving the other stages forward. 
relationship building

11. (p. 96) ____________ is the process by which each party states their "opening offer." 
Bidding

12. (p. 97) The dominant force for success in negotiation is in the ____________ that takes
place prior to the dialogue. 
planning

13. (p. 98) Multiple-issue negotiations lend themselves more to ____________ negotiations. 

integrative

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Chapter 04 - Negotiation: Strategy and Planning

14. (p. 99) ____________ issues are often difficult to discuss and rank-order. 

Intangible

15. (p. 100) ____________ are the points where you decide that you should stop the negotiation
rather than continue, because any settlement beyond this point is not minimally acceptable. 
Limits (resistance point, reservations prices, walkaway points are also acceptable)

16. (p. 100) A ____________ ____________ is the place where you decide that you should
absolutely stop the negotiation rather than continue because any settlement beyond this point
is not minimally acceptable. 
resistance point

17. (p. 101) ____________ are other agreements negotiators could achieve and still meet their
needs. 
Alternatives

18. (p. 102) ____________ ____________ often requires considering how to package several

issues and objectives. 
Target setting

19. (p. 103) A "field analysis" is one way to assess all the key parties in a __________. 
negotiation

20. (p. 107) In a ____________ negotiation, the other party may be less likely to disclose
information, and/or may misrepresent their limits and alternatives. 
distributive

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Chapter 04 - Negotiation: Strategy and Planning

21. (p. 109) When the other side raises an unexpected issue the negotiator is completely
unprepared to discuss, the experienced negotiator may ask for a ____________ to get
information and prepare themselves on the new issue. 
recess

22. (p. 111) ____________ is the most critically important activity in negotiation. 

Planning

23. (p. 111) Having a sense of direction and the ____________ derived from it is a very

important factor in affecting negotiating outcomes. 
confidence

 
 

True / False Questions

 

24. (p. 90) If what we want exceeds what the other party is capable of or willing to give, we
must either change our goals or end the negotiation. 
TRUE

25. (p. 93) The pursuit of only a singular, substantive goal often tends to support the choice of a
competitive strategy. 
TRUE

26. (p. 93) If both substance and relationship outcomes are important, the negotiator should
pursue a competitive strategy. 
FALSE

27. (p. 93) A competitive strategy would be appropriate when the relationship outcome is

relatively more important to the strategizer than the substantive outcome. 
FALSE

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Chapter 04 - Negotiation: Strategy and Planning

28. (p. 94) Distributive strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight. 
FALSE

29. (p. 96) The objective of "closing the deal" is to build commitment to the agreement. 

TRUE

30. (p. 97) The dominant force for success in negotiation is in the dialogue that takes place prior
to the planning. 
FALSE

31. (p. 98) Single-issue negotiations can often be made integrative by working to decrease the

number of issues. 
FALSE

32. (p. 99) Large bargaining mixes allow many possible components and arrangements for
settlement. 
TRUE

33. (p. 99) It is important to set priorities and possibly assign points for both tangible and
intangible issues. 
TRUE

34. (p. 100) Interests may be process-based and relationship-based. 

TRUE

35. (p. 100) Interests are what a negotiator wants. 

FALSE

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Chapter 04 - Negotiation: Strategy and Planning

36. (p. 101) Alternatives are very important in both distributive and integrative processes

because they define whether the current outcome is better than any other possibility. 
TRUE

37. (p. 102) It is not possible to evaluate packages the same way as evaluating individual issues. 
FALSE

38. (p. 103) If intangibles are a key point of the bargaining mix, negotiators must know the point
at which they are willing to abandon the pursuit of an intangible in favor of substantial gains
on tangibles. 
TRUE

39. (p. 104) Context issues (e.g., history of the relationship) can affect negotiation. 

TRUE

40. (p. 105) Gathering information about the other party is a critical step in preparing for
negotiation. 
TRUE

41. (p. 105, 106) It is sufficient to learn about the other party's interests and resources. 
FALSE

42. (p. 107) In a distributive negotiation, the other party may be less likely to disclose
information about their limits and alternatives. 
TRUE

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Chapter 04 - Negotiation: Strategy and Planning

43. (p. 109) Drawing up a firm list of issues before the initial negotiation meeting is a valuable
process because it forces negotiators to think through their positions and decide on
objectives. 
TRUE

44. (p. 110) In new bargaining relationships, discussions about procedural issues should occur
after the major substantive issues are raised. 
FALSE

 
 

Multiple Choice Questions

 

45. (p. 89) What are the most critical precursors for achieving negotiation objectives? 
A. Effective strategizing, planning and preparation
B. Goal setting and target planning
C. Defining frames and setting goals
D. Framing and strategizing
E. None of the above

46. (p. 90) A negotiator's goals: 

A. are intrinsically in conflict with his opponent's goals
B. have no boundaries or limits
C. are explicitly stated wishes
D. must be reasonably attainable
E. all of the above

47. (p. 90) The less concrete and measurable goals are: 

A. the harder it is to communicate to the other party what we want
B. the easier it is to understand what your opponent wants
C. the easier it is to determine whether a particular outcome satisfies our goals
D. the harder it is to restate what the initial goal was
E. all of the above

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Chapter 04 - Negotiation: Strategy and Planning

48. (p. 91) Which is not a difference between strategy and tactics? 

A. Scale
B. Goals
C. Perspective
D. Immediacy

49. (p. 92, 93) A strong interest in achieving only substantive outcomes tends to support which of
the following strategies? 
A. Collaborative
B. Accommodating
C. Competitive
D. Avoidance
E. None of the above

50. (p. 93) A strong interest in achieving only the relationship outcomes suggests one, if any, of
the following strategies. Which one? 
A. Competitive
B. Accommodation
C. Collaborative
D. Avoidance
E. None of the above

51. (p. 93) Avoidance could best be used when: 

A. negotiation is necessary to meet your needs.
B. the time and effort to negotiate are negligible.
C. the available alternatives are very strong.
D. the only available negotiator is a senior manager.
E. all of the above.

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Chapter 04 - Negotiation: Strategy and Planning

52. (p. 93) Which one of the following is as much a win-lose strategy as competition, although it

has a decidedly different image? 
A. Collaboration
B. Avoidance
C. Engagement
D. Accommodation

53. (p. 95) Characteristics of collaborative strategies include: 

A. long-term focus
B. trust and openness
C. efforts to find mutually satisfying solutions
D. pursuit of goals held jointly with others
E. all of the above

54. (p. 95) In an accommodative negotiation, the relationships have: 

A. a short-term focus
B. a long-term focus
C. may be either short term or long term
D. none of the above

55. (p. 95) Accommodative strategies emphasize: 

A. Subordinating one's own goals in favor of those of others.
B. Secrecy and defensiveness.
C. Abandonment of bad images and consideration of ideas based on merit.
D. A key attitude of "I win; you lose".
E. All of the above.

56. (p. 96) Getting to know the other party and understanding similarities and differences
represents what key step in the negotiation process: 
A. preparation
B. information gathering
C. relationship building
D. information using
E. None of the above

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Chapter 04 - Negotiation: Strategy and Planning

57. (p. 96) Which is not a key step to an ideal negotiation process? 

A. Preparation
B. Relationship Building
C. Information Gathering
D. Bidding
E. All of the above are key steps

58. (p. 97) What is the dominant force for success in negotiation? 

A. A distributive vs. integrative strategy
B. The planning that takes place prior to the dialogue
C. The discussions that precede planning sessions
D. The tactics selected in support of strategic goals
E. All of the above

59. (p. 97) Effective planning requires hard work on the following points: 

A. Defining the issues
B. Defining the bargaining limit
C. Defining interests
D. Defining limits and alternatives
E. All of the above

60. (p. 100) Interests can be: 

A. substantive, directly related to the focal issues under negotiation
B. process based, related to the manner in which we settle this dispute
C. relationship based, tied to the current or desired future relationship between the parties
D. based in the intangibles of the negotiation
E. all of the above

61. (p. 100, 101) Which is not true of limits? 

A. Limits are the point where you should stop the negotiation.
B. Limits are also called resistance points.
C. Establishing limits is a critical part of planning.
D. Limits should be ignored in a bidding war.
E. All of the above are true about limits.

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Chapter 04 - Negotiation: Strategy and Planning

62. (p. 101) Does any of the following represent the point at which we realistically expect to
achieve a settlement? 
A. Specific target point
B. Resistance point
C. Alternative
D. Asking price
E. None of the above

63. (p. 101) Which represents the best deal we can possibly hope to achieve? 

A. Specific target point
B. Resistance point
C. Alternative
D. Asking price
E. None of the above

64. (p. 102) Reactive strategies: 
A. encourage negotiators to be more flexible and creative
B. can efficiently clear up confusion about issues
C. will lessen a negotiator's defensive posture
D. can make negotiators feel threatened and defensive
E. none of the above

65. (p. 106) If the other party has a strong and viable alternative, he/she will 
A. be dependent on achieving a satisfactory agreement
B. appear aggressive and hostile in negotiations
C. set and push for high objectives
D. have unlimited negotiating authority
E. all of the above

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Chapter 04 - Negotiation: Strategy and Planning

66. (p. 109) A negotiator should ask which of the following questions when presenting issues to
the other party to assemble information? 
A. What facts support my point of view?
B. Whom may I consult or take with to help me elaborate or clarify the facts?
C. What is the other party's point of view likely to be?
D. How can I develop and present the facts so they are most convincing?
E. All of the above questions should be asked.

67. (p. 110) Under which of the following questions of protocol would you find a bargaining
relationship discussion about procedural issues that should occur before the major substantive
ones have been raised? 
A. What agenda should we follow?
B. Where should we negotiate?
C. What is the time period of the negotiation?
D. What might be done if negotiation fails?
E. How will we keep track of what is agreed to?

 
 

Short Answer Questions

 

68. (p. 89) What are the most critical precursors for achieving negotiation objectives? 

Effective strategy and planning

69. (p. 90) What are the three types of goals? 

Tangibles, intangibles and procedural

70. (p. 90) Define goal. 

A goal is a specific, focused realistic target that one can specifically plan to achieve.

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Chapter 04 - Negotiation: Strategy and Planning

71. (p. 90) Why is it important for goals to be concrete, specific and measurable? 

The less concrete and measurable they are, the harder it is to communicate to the other party
what we want, to understand what he/she wants, and to determine whether any particular
outcome satisfies our goals.

72. (p. 91) How does short-term thinking affect our choice of strategy and limit our view? 

In developing and framing our goals we may ignore the present or future relationship with the
other party in favor of a simplistic concern for achieving only the substantive outcome.

73. (p. 91) Define strategy and tactics. 

Tactics are short-term, adaptive moves designed to enact or pursue broader (or higher level)
strategies, which in turn provide stability, continuity, and direction for tactical behaviors.

74. (p. 92) What are the four types of initial strategies for negotiators? 

Competition, collaboration, accommodation and avoidance

75. (p. 93) What strategic negotiation purposes can be served by avoidance? 

First, if you are able to meet your needs without negotiating at all, it may make sense to use
an avoidance strategy. Second, it simply may not be worth the time and effort to negotiate.
Third, the decision to negotiate is closely related to the desirability of available alternatives—
what outcomes the negotiator can hope to achieve if negotiations fall through or don't work
out. Finally, avoidance may be appropriate when the negotiator is responsible for developing
others into becoming better negotiators.

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76. (p. 94) What is the primary goal in the use of the strategy of accommodation? 

To build or strengthen the relationship (or the other party) and the negotiator is willing to
sacrifice the outcome.

77. (p. 94) What is a drawback of accommodation strategies? 

Accommodation strategies may generate a pattern of constantly giving in to keep the other
happy or to avoid a fight.

78. (p. 96) Why is it important to understand the typical steps or flow in a negotiation? 

To understand how negotiations are likely to evolve and why planning is so important.

79. (p. 96) Define Relationship building, a key step in an ideal negotiation. 

Relationship building is getting to know the other party, understanding how you and the other
are similar and different, and building commitment toward achieving a mutually beneficial set
of outcomes.

80. (p. 96, 97) Research by Greenhalgh suggests there are seven key steps to an ideal negotiation
process. What are those seven steps? 

(1) Preparation, (2) relationship building, (3) information gathering, (4) information using, (5)
bidding, (6) closing the deal, and (7) implementing the agreement.

81. (p. 97) Which of the Greenhalgh seven steps of negotiation do Asian negotiators spend a

great deal of time on? 

Relationship building

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82. (p. 97) What specific steps are entailed in effective planning? 

Defining the issues; assembling issues and defining the bargaining mix; defining interests;
defining limits and alternatives; defining one's own objectives (targets) and opening bids
(where to start); assessing constituents and the social context in which the negotiation will
occur; analyzing the other party; planning the issue presentation and defense; defining
protocol - where and when the negotiation will occur, who will be there, agenda, etc.

83. (p. 99) Define bargaining mix. 

The combined lists of issues from each side in the negotiation.

84. (p. 99) What are the advantages and disadvantages of large bargaining mixes? 

Large bargaining mixes give us more possible components and arrangements for settlement,
thus increasing the likelihood that a particular package will meet both parties' needs and,
therefore, increasing the likelihood of a successful settlement. At the same time, larger
bargaining mixes can lengthen negotiations because there are more possible combinations of
issues to consider and combining and evaluating all these mixes makes things very complex.

85. (p. 102) Why may bargainers want to consider "giving away something for nothing?" 

Even if an issue is unimportant or inconsequential to you, it may be valuable or attractive to

another. Awareness of the actual or likely value of such concessions to the parties can
considerably enrich the value that you offer to the other at little or no cost to yourself.

86. (p. 104, 105) What information do we need about the other party to prepare effectively? 

The other party's current resources, interests, and bargaining mix. The other party's interests
and needs. The other party's resistance point and alternative(s). The other party's targets and
objectives. The other party's reputation and negotiation style. The other party's constituents,
social structure and authority to make an agreement. The other party's likely strategy and
tactics.

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87. (p. 107, 108) What are the advantages and disadvantages of limiting a negotiator's authority? 

Advantages: Negotiators kept on a "short leash" cannot be won over by a persuasive

presentation to commit their constituency to something that is not wanted. They cannot give
out sensitive information carelessly. Disadvantages: When a negotiator always has to "check
things out" with those he represents, the other party may refuse to continue until someone
who has the power to answer questions and make decisions is brought to the table. The
limited authority may frustrate the other and create an unproductive tension in the negotiating
relationship.

88. (p. 109, 110) What elements of the negotiation protocol might it be useful to prenegotiate? 

What agenda to follow, the location of the negotiation, the time period of the negotiation,
what might be done if the negotiation fails, how to keep track of what is agreed to, how to
recognize a good agreement.

89. (p. 110) Why is note taking critical? 

The person with the best notes becomes the memory of the session, can take some license in
the drafting of the agreement and will have something that can be reviewed by experts and
specialists.

90. (p. 110) What is likely to happen to a negotiator who resolves procedural issues before the
major substantive ones are raised? 

The negotiator should find it easier to reach agreement later on the substantive issues.

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