Conflict Management And Negotiation Skills mcq with answer

Q1. —- is inevitable and universal phenomenon of our individual, team & organizational life.
Answer: Conflict

Q2. Conflict is not confined at the individual level alone but is manifesting itself more and more in —-
Answer: Organizations

Q3. —- requires us to “wake up” out of vengeance and numbness.
Answer: Transformation

Q4. Conflict can be defined in many ways and can be considered as an expression of —-
Answer: Hostility

Q5. Conflict is not —- at the individual level alone but is manifesting itself more and more in organizations.
Answer: Confined

Q6. Functional Conflict supports the goals of group and improves its performance whereas dysfunctional conflict hinders group performance.
(a) True
(b) False
Answer: (a) True

Q7. Self-organisation is considered to be one of the hallmarks of a Vertical system.
(a) True
(b) False
Answer: (b) False

Q8. Lorenz’s renowned butterfly effect Complex systems are open systems, exchanging energy and information with their environment
(a) True
(b) False
Answer: (a) True

Q9. Functional theory is an approach to social life that stresses functional parts working together for a specific end.
(a) True
(b) False
Answer: (b) False

Q10. The main reason for intergroup conflict is interdependence among them
(a) True
(b) False
Answer: (a) True

Q11. The internal or external tension that occurs when you have difficulty meeting important needs is known as
(a) submission
(b) Compromise
(c) conflict
(d) Assertiveness
(e) Fight
Answer: (c) conflict

Q12. Which statement about conflict is false?
(a) Conflicts are inevitable
(b) Conflicts also present opportunities.
(c) Conflicts provide occasions for growth.
(d) Conflicts always create negative interpersonal relations.
(e) Conflicts bring problems that need to be dealt with into the open.
Answer: (c) Conflicts provide occasions for growth.

Q13. A managed conflict is evidenced by
(a) Dissatisfaction and reduced productivity at work
(b) Placing blame on others for the probl
(c) A pursuit of “win-win” resolutions
(d) Reduced opportunities for future cooperation
Answer: (c) A pursuit of “win-win” resolutions

Q14. According to experts, one of the five main causes of conflict in the workplace is
(a) Disrespect or disregard for other people
(b) Poor wage and benefit packages
(c) Doing work assignments poorly
(d) Intense work schedules
(e) Working in large corporations
Answer: (a) Disrespect or disregard for other people

Q15. Your sister asks to borrow the family jet ski for the weekend to go to a lake three hours away. You were also planning on using it at a lake nearby during the same weekend. This is an example of a
(a) Need conflict
(b) Values conflict
(c) Ego conflict
(d) Psuedo conflict
(e) Fact conflict
Answer: (a) Need conflict

Q16. —- is inescapable in interdependent relationship where the actions of one party have consequences for the other, and vice-versa.
Answer: Conflict

Q17. Conflict grows out of similarities in the needs and values of parties when using scarce and —- resources.
Answer: Indivisible

Q18. A conflict has been set up-subtle, or —-
Answer: Open

Q19. Conflict must be perceived by the —- to it. If no one is aware of a conflict, then it is generally agreed that no conflict exists.
Answer: Parties

Q20. The —- relations view dominated the conflict theory from late 1940s through Notes mid-1970s.
Answer: Human

Q21. The Conflict —- can be a useful gauge in assessing how and why we interact with others in a certain way
Answer: Continuum

Q22. —- parties to a conflict are often able to see the super ordinate purpose and use creative problem-solving processes keeping that super ordinate purpose constantly in view.
Answer: Mature

Q23. Conflict management is a basic management responsibility that focuses mainly on reducing conflict.
(a) True
(b) False
Answer: (b) False

Q24. Dysfunctionally low conflict within a group can reduce innovation and new ideas.
(a) True
(b) False
Answer: (a) True

Q25. The design of an organization can affect the potential of intraorganization and intergroup conflict.
(a) True
(b) False
Answer: (a) True

Q26. Manifest conflict is the emotional part of a conflict episode.
(a) True
(b) False
Answer: (a) True

Q27. Conflict episodes are independent of each other.
(a) True
(b) False
Answer: (b) False

Q28. Conflict orientations typically do not change during a conflict episode.
(a) True
(b) False
Answer: (b) False

Q29. Scarce resources such as money, computer equipment, and copying machines are common latent conflicts in organizations.
(a) True
(b) False
Answer: (b) False

Q30. Organizational cultures differ in the value they place on conflict.
(a) True
(b) False
Answer: (a) True

Q31. An impressive —- goes hand in hand with good communication for an effective negotiation
Answer: Personality

Q32. A —- personality is the key to an effective negotiation.
Answer: Charming

Q33. —- is one of the most important personality traits required in negotiation.
Answer: Sincerity

Q34. —- is a personality pattern defined by hard-driving and competitive characteristics.
Answer: Type A

Q35. A study by —- (2009) supported the cognitive social learning theory that sustains many Type A personalities.
Answer: Donna Pickering

Q36. Type “B” Personality – Represents highly extroverted people who love the spotlight.
(a) True
(b) False
Answer: (a) True

Q37. A Five-Man Band specializes by role to the team.
(a) True
(b) False
Answer: (a) True

Q38. Introverted and task-oriented. Exhibits leadership, dominance, ambition, charisma, passion.
(a) True
(b) False
Answer: (b) False

Q39. The theory of Personality Types contends that each of us has a natural preference which falls into one category or the other in each of these four areas.
(a) True
(b) False
Answer: (a) True

Q40. The twelve personality types which we use in our assessment are based on the wellknown research of Carl Jung.
(a) True
(b) False
Answer: (b) False

Q41. In reference to personality, what is a psychological construct?
(a) A mental concept that leads to self-awareness via the mind-body interaction.
(b) A mental concept that influences behaviour via the mind-body interaction.
(c) A mental concept that suppresses behaviour via the mind-body interaction.
(d) A mental concept that remembers events via the mind-body interaction.
Answer: (b) A mental concept that influences behaviour via the mind-body interaction.

Q42. In terms of personality theories, what are development theories?
(a) Development theories are concerned with how personality develops as we age.
(b) Development theories are concerned with how develop implicit theories.
(c) Development theories are concerned with how personality degenerates as we age.
(d) Development theories are concerned with how we develop theories in psychology.
Answer: (a) Development theories are concerned with how personality develops as we age.

Q43. The approach to understanding personality that involves detailed study of one individual is termed the:
(a) normative approach
(b) nomothetic approach
(c) individual differences approach
(d) idiographic approach
Answer: (d) idiographic approach

Q44. Negotiation is a process in which:
(a) two or more parties try to resolve differences.
(b) two or more parties try to avoid differences.
(c) two or more parties try to create differences.
Answer: (a) two or more parties try to resolve differences.

Q45. In the lose-win strategy:
(a) one party is satisfied and the other dissatisfied with a negotiated settlement
(b) one party is prepared to give concessions, and the result may go one way or the other.
(c) both parties are dissatisfied with the negotiated result.
Answer: (b) one party is prepared to give concessions, and the result may go one way or the other.

Q46. Coercive power in negotiation is based on:
(a) the control over resources desired by others.
(b) punishment, authority and use of force, whereby others are compelled to behave a particular way.
(c) a capacity to seek information and consider the ideas of others.
Answer: (b) punishment, authority and use of force, whereby others are compelled to behave a particular way.

Q47. The four elements of the principled negotiation method are:
(a) purpose, intervention, opinions and criteria.
(b) people, interactions, options and criteria.
(c) people, interests, options and criteria.
Answer: (c) people, interests, options and criteria.

Q48. —- disputes are far more visible and get extensive news coverage than commercial disputes which are as frequently but public and visible.
Answer: Labor

Q49. The skill of establishing open and mutual trust is critical for —- resolution.
Answer: Conflict

Q50. The —- procedure should be applicable to a wide variety of situations.
Answer: Pie Slicing

Q51. —- is middle ground between negotiators’ positions.
Answer: Compromise

Q52. A —- could ask the other party in a negotiation any number of questions.
Answer: Negotiator

Q53. The —- conflict resolution style directs the energies of the conflicting parties at defeating the problem and not at each other.
Answer: integrative

Q54. —- school of negotiators is primarily concerned with the belief system of the negotiators.
Answer: Psychological

Q55. The process of negotiation can become non-conventional.
(a) True
(b) False
Answer: (b) False

Q56. Lack of performance is a serious impediment to making a deal.
(a) True
(b) False
Answer: (b) False

Q57. Bargaining session is the most important and crucial stage of negotiation processes.
(a) True
(b) False
Answer: (a) True

Q58. Trade Union generally insist that their disagreement is subject to endorsement by their members
(a) True
(b) False
Answer: (b) False

Q59. The most desirable source power is of the person whose morality, ethics and —- are transparent and obvious
Answer: Sincerity

Q60. The —- here is that of personal gain and aggrandizement.
Answer: Motivation

Q61. The exercise of power —- costs and risks.
Answer: Entails

Q62. —- use power tactics to give an impression of having many alternatives.
Answer: Negotiators

Q63. —- are used by negotiators to develop in the opponent, feelings of loyalty, obligation or gratitude.
Answer: Power devices

Q64. —- are ways in which the negotiator adds to the perceptions of his power through additions such as personal charm, prestige and association.
Answer: Power additions

Q65. Relying on a single party and creating a make – or brake deal with them leaves the lowpower party highly vulnerable
(a) True
(b) False
Answer: (a) True

Q66. Power additions are ways in which the negotiator adds to the perceptions of his power through additions such as personal charm, prestige and association.
(a) True
(b) False
Answer: (a) True

Q67. Studies on motivation show that there are three kinds of power tactics.
(a) True
(b) False
Answer: (b) False

Q68. Perception can be created in many different ways in many different contexts, and a source of leverage can shift from one category to another over time.
(a) True
(b) False
Answer: (b) False

Q69. Power devices are used by negotiators to develop in the opponent, feelings of loyalty, obligation or gratitude.
(a) True
(b) False
Answer: (a) True

Q70. Power additions are ways in which the negotiator adds to the perceptions of his power through additions such as personal charm, prestige and association.
(a) True
(b) False
Answer: (a) True

Q71. Persuasive power is the power of knowledge that comes through control over information.
(a) True
(b) False
Answer: (b) False

Q72. Buying support from those on whom you depend is not done only with money.
(a) True
(b) False
Answer: (a) True

Q73. True —- means identifying the underlying concerns and interests of both parties
Answer: Collaboration

Q74. Effective —- helps you to resolve situations where what you want conflicts with what someone else wants
Answer: Negotiation

Q75. The —- of competitive negotiation is to win without regard for the impact on the other party.
Answer: Goal

Q76. The negotiation itself is a careful —- of your position and the other person’s position.
Answer: Exploration

Q77. Traditional negotiating is sometimes called win-win because of the assumption of a fixed “pie”, that one person’s gain results in another person’s loss.
(a) True
(b) False
Answer: (b) False

Q78. The Indian parable of the strength of a tree branch applies as well with the art of negotiation.
(a) True
(b) False
Answer: (b) False

Q79. Effective negotiation helps you to resolve situations where what you want conflicts with what someone else wants.
(a) True
(b) False
Answer: (a) True

Q80. One of the most important strategies when entering negotiations is to show respect both during the course of discussion and through ample and thorough preparation work.
(a) True
(b) False
Answer: (a) True

Q81. The Japanese parable of the strength of a tree branch applies as well with the art of:
(a) Negotiation
(b) conflict
(c) Bargaining
(d) confronting
Answer: (a) Negotiation

Q82. The art of negotiation can be a tricky skill to master. It takes effort, practice, intelligence, and a considerably high level of:
(a) Energy
(b) Self control
(c) Integrative
(d) Conflict
Answer: (b) Self control

Q83. Learning how to negotiate for what and how much you want can lead you to many great things in:
(a) world
(b) nation
(c) life
(d) future
Answer: (c) life

Q84. —- of internal and external forces has resulted in the fundamental attribution error.
Answer: Perception

Q85. The —- is based on the Jungian theory of personality
Answer: MBTI

Q86. Interpersonal —- contains four key elements and the communicator, the receiver, perceptual screens, and the message.
Answer: Communication

Q87. The —- is the person speaking or sending the message
Answer: Communicator

Q88. —- Listening focuses on personal elements of the communication and not the abstract ideas.
Answer: Reflective

Q89. A person’s —- can also have an effect on self-esteem, which is an individual’s general feeling of self-worth.
Answer: Personality

Q90. Facial and Eye Behavior is how we convey messages or feelings with our face and eyes.
(a) True
(b) False
Answer: (a) True

Q91. Communicating head-to-heart dialog and emotional competence is the way to achieve a positive and healthy communication.
(a) True
(b) False
Answer: (a) True

Q92. Paralanguage are the variations that we put into our speech
(a) True
(b) False
Answer: (a) True

Q93. Subordinate defensiveness is withdrawing behavior and the negotiation of the individual is commonly.
(a) True
(b) False
Answer: (b) False

Q94. Physical combination differs with technology but works best face-to-face.
(a) True
(b) False
Answer: (b) False

Q95. Successful managers take the time to inform properly all employees in areas related to their job.
(a) True
(b) False
Answer: (a) True

Q96. Active listening is a key trait in many successful supervisors.
(a) True
(b) False
Answer: (a) True

Q97. The MBTI is based on the Jungian theory of personality
(a) True
(b) False
Answer: (a) True

Q98. Active Listening focuses on personal elements of the communication and not the abstract ideas.
(a) True
(b) False
Answer: (b) False

Q99. —- commitments are what will influence a person to remain at a job.
Answer: Organizational

Q100. —- is a very important aspect into the amount of work and time a person is willing to put into a job
Answer: Job Satisfaction

Q101. —- values are different behaviors that are used to achieve a goal
Answer: Instrumental

Q102. —- behavior is conducting ones self in a way that is common with a certain set of values whether personal or institutional.
Answer: Ethical

Q103. —- is the concept of having moral values and behaviors
Answer: Values

Q104. Individual differences play an important role in the —- relationships.
Answer: Stress-Strain

Q105. A person that helps someone else in distress has perception.
(a) True
(b) False
Answer: (b) False

Q106. Giving someone a better procession in the organization constitutes a sign of power.
(a) True
(b) False
Answer: (a) True

Q107. A person that can go greater than budget limitations without warning.
(a) True
(b) False
Answer: (a) True

Q108. A oral commitment is effective because of the physical act of writing something down.
(a) True
(b) False
Answer: (b) False

Q109. Frederick Herzberg conducted a study that describes the experiences that satisfy and dissatisfy people in the work place.
(a) True
(b) False
Answer: (a) True

Q110. Mediators not only facilitate discussions, but they usually impose a structure and process on the discussions
(a) True
(b) False
Answer: (a) True

Q111. Interpersonal Communication contains four key elements: the communicator, the receiver, perceptual screens, and:
(a) the message
(b) cover
(c) contract
(d) presentation
Answer: (a) the message

Q112. The terms “third party” and “intermediary” are both used to refer to a person or team of people who become involved in a conflict to help the:
(a) parties
(b) disputing parties
(c) conflict
(d) negotiation
Answer: (b) disputing parties

Q113. The —- distributive bargaining situation is one that everyone has experienced.
Answer: Classic

Q114. The —- exists because the buyer is willing to meet or exceed the seller’s minimum price.
Answer: ZOPA

Q115. The single-issue —- situation is the most common, and the one issue to be negotiated is usually price.
Answer: negotiation

Q116. Once the opening offers are made the real haggling process, often called —-
Answer: bracketing

Q117. Bracketing can be used in small deals and —- deals.
Answer: large

Q118. Future negotiations with the same party are often anticipated, and therefore negotiators will seek to avoid harming the future relationship between the parties.
(a) True
(b) False
Answer: (a) True

Q119. People from other organizations expect negotiated “favors” to be repaid at a later date.
(a) True
(b) False
Answer: (a) True

Q120. Conflict is critical to a long-term relationship, so agreements must include less nitpicking, fewer what-ifs or contingency clauses.
(a) True
(b) False
Answer: (b) False

Q121. Making decisions based on a contingency such as fairness is easier than making decisions on offers that are randomly tossed out.
(a) True
(b) False
Answer: (b) False

Q122. An offer based on a norm is more persuasive than an double number, and thus more likely to receive serious consideration.
(a) True
(b) False
Answer: (b) False

Q123. Contingency contracts are commonplace in business.
(a) True
(b) False
Answer: (a) True

Q124. Distributive bargaining is a negotiation method in which two parties strive to —- each party trying to avoid —-
(a) Bargain collectively; reach a settlement
(b) Divide a fixed pool of resources; maximize its share
(c) Increase a fixed pool of resources; share the pool equally
(d) Increase a fixed pool of resources; minimize its share
Answer: (a) Bargain collectively; reach a settlement

Q125. Distributive bargaining is also commonly described as all of the following, except;
(a) Zero-sum
(b) Win-lose
(c) Hard Bargaining
(d) Lose-lose
Answer: (b) Win-lose

Q126. A negotiator who responds to a counteroffer with one of equal value is utilizing the;
(a) Equality norm
(b) Need norm
(c) Equity norm
(d) Reciprocity norm
Answer: (c) Equity norm

Q127. The —- metaphor carries a zero-sum quality.
Answer: Win-lose

Q128. —- practitioners and researchers have discovered several keys to the successful utilization of integrative bargaining.
Answer: Negotiation

Q129. The practice of —- has emerged in recent years as one of the most visible innovations in negotiations.
Answer: Interest Based Bargaining

Q130. A —- key to integrative bargaining is the ability to package issues for trades.
Answer: fourth

Q131. Interest-based bargaining has a different —- from that of distributive or traditional integrative methods of negotiation.
Answer: philosophy

Q132. Active listening is perhaps the single most useful integrative bargaining skill because it indicates that you are genuinely interested in understanding what the other person is thinking, feeling, and needing.
(a) True
(b) False
Answer: (a) True

Q133. Contract between parties who place value on their relationship will be substantially different from negotiations between parties that do not value their relationship.
(a) True
(b) False
Answer: (b) False

Q134. The parties strive to find mutually agreeable solutions to issues of concern and commit to not using their perceived power or leverage to sway the other party.
(a) True
(b) False
Answer: (a) True

Q135. Distribution generally refers to the process of combining two or more issues into one proposal that provides something of value to each party.
(a) True
(b) False
Answer: (b) False

Q136. Unethical considerations tend to be subordinated when sports metaphors are applied.
(a) True
(b) False
Answer: (b) False

Q137. Integrative Bargaining is also commonly known as:
(a) win-lose
(b) Mutual-Gains
(c) Fixed-pie
(d) Hard Bargaining
Answer: (b) Mutual-Gains

Q138. Generally in an integrative bargaining process all of the following are found, except:
(a) Sharing of interests
(b) Creating options and claiming value
(c) Valued long term relationship
(d) Maximization of self interest
Answer: (d) Maximization of self interest

Q139. The core philosophy of interest – based bargaining is
(a) A problem-solving approach
(b) Win-win bargaining
(c) The categorization method
(d) Packaging issues
Answer: (a) A problem-solving approach

Q140. To achieve “active listening” during negotiations, all of the following tips are useful, except:
(a) Maintain eye contact
(b) Ask reflective questions
(c) Take notes
(d) Begin formulating your response while the other person is explaining their position
Answer: (d) Begin formulating your response while the other person is explaining their position

Q141. The underlying danger occurs at the point when one party reveals an over-estimated —- too early in the talks
Answer: BATNA

Q142. One of the most powerful tools successful people use on a regular basis is —-
Answer: Leverage

Q143. —- power derives from having knowledge that is valued by the organization or individuals with whom the person interacts.
Answer: Expert

Q144. —- gives one power.
Answer: Self Confidence

Q145. You can leverage a weak BATNA by repositioning it, controlling its perception and challenging how others see it.
(a) True
(b) False
Answer: (a) True

Q146. Power in negotiations is personal, not relational.
(a) True
(b) False
Answer: (b) False

Q147. One’s BATNA and the ability to walk away from a negotiation are the same thing.
(a) True
(b) False
Answer: (a) True

Q148. The more intense your preference is for one alternative in a negotiation, the more power you have because you are more committed.
(a) True
(b) False
Answer: (b) False

Q149. Expert power in a negotiation is most often present if the parties have chosen skilled negotiators to act on their behalf
(a) True
(b) False
Answer: (b) False

Q150. A persuasive argument can appeal to one’s rationality, motions or rely upon one’s reputation.
(a) True
(b) False
Answer: (a) True

Q151. Sarcastic or biting humor can relax the parties to a negotiation at tense moments.
(a) True
(b) False
Answer: (b) False

Q152. In focusing one’s persuasive communication on the listener, the central route emphasizes the analytical basis for the argument, the ideas, and the content of the message.
(a) True
(b) False
Answer: (a) True

Q153. Legitimate power refers to:
(a) Your ability to reward others
(b) Your expert opinions
(c) The authority vested in you by your position
(d) Your leadership abilities
Answer: (c) The authority vested in you by your position

Q154. Charisma in negotiations can be displayed in all of the following ways except
(a) Reputation as someone who gets things done
(b) Being the boss
(c) Using framing of options to shape what others want
(d) Using confidence to build consensus
Answer: (b) Being the boss

Q155. In order for a metaphor to be a persuasive communication tool it should not:
(a) Use appropriate images
(b) Shock the other party
(c) Avoid cliches
(d) Be an image the other party can identify with
Answer: (b) Shock the other party

Q156. —- are broadly applied social standards for what is right or wrong in a particular situation.
Answer: Ethics

Q157. —- can be defined as the systematic attempt to make sense of individual, group.
Answer: Ethics

Q158. Individual character ethics maintains that the identification and responsible development of the —- traits of nobility.
Answer: Human

Q159. —- ethics maintain that the identification and responsible development of noble, reflective, practitioner traits at work.
Answer: Work Character

Q160. Two common forms of —- are white mail and lubrication bribes.
Answer: Bribes

Q161. Immanuel Kant believed “reason” to be the building principle of human actions. Do unto others as you would have them do unto you. This belief is found in which theory?
(a) Ethics of purpose
(b) Ethics of content
(c) Ethics of principle
(d) Ethics of consequence
Answer: (c) Ethics of principle

Q162. John Stuart Mills believed that the “result” of an action determined the morality of the action – not the purpose or the principle used. The ends justify the means. This belief reflects the philosophy of which theory?
(a) Ethics of purpose
(b) Ethics of content
(c) Ethics of principle
(d) Ethics of consequence
Answer: (d) Ethics of consequence

Q163. Values are said to be both self-centered and social-centered because
(a) They involve both the individual and society
(b) They are based on selfish motives
(c) They make it easier for people to get along
(d) They describe what people do rather than what they should do
Answer: (a) They involve both the individual and society

Q164. Substantive fairness of a negotiation may be seen in the Fairness-Substantive and Procedural Fairness in negotiation
(a) Way the parties communicate
(b) The distribution of value from the negotiation
(c) Winning party’s assessment of the negotiation
(d) Equal treatment of the parties
Answer: (b) The distribution of value from the negotiation

Q165. According to Aristotle’s ethics of purpose, if the purpose of a negotiation is to reach a good end, then bad means can be used when necessary.
(a) True
(b) False
Answer: (b) False

Q166. Avoiding a direct answer to a question, failing to volunteer information, puffing , and bluffing are such well-know bargaining techniques that, while they might limit the opponent’s access to information they due not necessarily violate the process.
(a) True
(b) False
Answer: (a) True

Q167. If you have a pragmatic view of negotiation, then you believe what goes around comes around and therefore certain negotiating tactics, such as lying or misrepresenting the facts, are just wrong.
(a) True
(b) False
Answer: (b) False

Q168. The Mutual Trust Principle requires you to reveal your “bottom line” in a negotiation only if you have reason to believe your opponent will do the same thing.
(a) True
(b) False
Answer: (a) True

Q169. You can tell if someone is bluffing about walking away from a negotiation if she takes and action that will make it more costly for her not to follow through on the threat.
(a) True
(b) False
Answer: (a) True

Q170. Deterrence based trust, formed when you believe that someone else is trustworthy because there is a severe penalty if the person does not perform, is an example of intense trust.
(a) True
(b) False
Answer: (b) False

Q171. An —- must inform the employee of allegations in a manner the employee can understand
Answer: Employer

Q172. The employee should be allowed reasonable time to prepare a response to the —-
Answer: Allegations

Q173. The —- must be given an opportunity to state his/her case during the proceedings.
Answer: Employee

Q174. An employee has the right to be assisted by a shop steward or other employee during the —-
Answer: Proceedings

Q175. The process of arriving at an —- when there is multiple potential and conflicting choices.
Answer: Agreement

Q176. —- can also serve as strategic means to ends other than relationship-building.
Answer: Trust

Q177. It is important that negotiators remember the intangible factors while negotiating and remain aware of their —- effects.
Answer: potential

Q178. Two ways to develop trust quickly are to reveal your BATNA and allow the other party to determine the ground rules of negotiation
(a) True
(b) False
Answer: (b) False

Q179. Trust and distrust are not just two sides of the same belief because trust or distrust relies upon one’s belief in the “virtuous” or “sinister” intentions underlying the conduct.
(a) True
(b) False
Answer: (a) True

Q180. An unethical negotiating gambit called the “planted information” is when one side leaves something in or out of as final bargain advantageous to their opponent, only to “discover” it later and insist that it be taken out.
(a) True
(b) False
Answer: (b) False

Q181. Trust plays a significant role in successful negotiations because all negotiations involve some level of risk and to be motivated to agree, the parties must believe each will performtheir bargain
(a) True
(b) False
Answer: (a) True

Q182. Deterrence based trust, formed when you believe that someone else is trustworthy because there is a severe penalty if the person does not perform, is an example of intense trust.
(a) True
(b) False
Answer: (b) False

Q183. You can tell if someone is bluffing about walking away from a negotiation if she takes an action that will make it more costly for her not to follow through on the threat.
(a) True
(b) False
Answer: (a) True

Q184. The Mutual Trust Principle requires you to reveal your “bottom line” in a negotiation only if you have reason to believe your opponent will do the same thing.
(a) True
(b) False
Answer: (a) True

Q185. The Agreement Template includes all the following elements except:
(a) Time
(b) Measure of fairness
(c) Exit strategy
(d) Point person
Answer: (b) Measure of fairness

Q186. The parties should put an agreement in writing:
(a) To end negotiation
(b) To add “boilerplate” conditions to the deal
(c) To make sure both parties abide by the agreement
(d) To do away with any bad feelings
Answer: (c) To make sure both parties abide by the agreement

Q187. You may settle a negotiation just to find that your opponent wants just one more concession because:
(a) The negotiation has been unbalanced
(b) “Boilerplate” terms were added
(c) Negotiation is a voluntary process
(d) The other party senses you are overly anxious to close the deal
Answer: (d) The other party senses you are overly anxious to close the deal

Q188. The promise technique to counter a request for one more concession is
(a) Unethical
(b) When your opponent breaks a promise
(c) When you make your opponent promise not to ask for any additional concessions
(d) When you indicate your willingness to agree to it if the other party will give you a concession.
Answer: (d) When you indicate your willingness to agree to it if the other party will give you a concession.

Q189. A failure to communicate is the core of any conflict that may respond to negotiations.
(a) True
(b) False
Answer: (b) False

Q190. An “exit strategy” in an agreement template can derail a negotiation by assuming one or the other party will not give up to their agreement.
(a) True
(b) False
Answer: (b) False

Q191. Reducing an agreement to writing serves three purposes: makes sure the parties have understood the agreement in the same way; makes sure the parties intend to abide by the agreement; and provides the parties with a binding agreement.
(a) True
(b) False
Answer: (a) True

Q192. Not responding to a demand of your opponent after the deal is presumably done, is never appropriate.
(a) True
(b) False
Answer: (b) False

Q193. One technique to address process issues during a stalemate is to focus attention on the issue at hand and not refer to complaining over past actions.
(a) True
(b) False
Answer: (a) True

Q194. Conflict spirals that eventually result in an agreement, result in a one-sided agreement.
(a) True
(b) False
Answer: (a) True

Q195. The art of —- plays a pivotal role in buying or selling a business.
Answer: Negotiation

Q196. Even in the absence of a good —- negotiators should have a clear walk away point in mind where they will halt negotiations.
Answer: BATNA

Q197. —- spirals that eventually result in an agreement, result in a one-sided agreement.
Answer: Conflict

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