1
,TEST BANK Essentials of Negotiation 4th Canadian Edition by Roy Lewicki
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
Chap 01: The Nature of Negotiation
r1 r1 r1 r1 r1
1) Negotiations occur for only one reason: to create something new that neither party could
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 achieve alone. r1
⊚ true r 1
⊚ false r 1
2) Sometimes people fail to negotiate because they do not recognize that they are in
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
a negotiable situation.
r1 r1
⊚ true r 1
⊚ false r 1
3) Good negotiators are made, not born.
r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
4) Negotiating parties rarely negotiate by choice.r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
5) It is always a good time to negotiate, there are no conditions which make negotiation mor
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
e favourable.
r1
⊚ true r 1
⊚ false r 1
6) Most individuals in Western culture do not negotiate enough.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
7) Successful negotiation involves the management of tangibles (e.g., the price or the terms of
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 an agreement) and also the resolution of intangibles.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
2
,8) Intangible factors are the underlying psychological motivations that may directly or
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 indirectly influence the parties during a negotiation.
r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
9) Independent parties can meet their own needs without the help and assistance of others.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
10) Dependent parties never rely on others for what they need.
r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
11) The mix of convergent and conflicting goals characterizes many interdependent
r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 relationships.
⊚ true
r 1
⊚ false
r 1
12) The interdependence of people's goals, and the structure of the situation in which they are
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 going to negotiate, has little effect on the negotiation processes and outcomes.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
13) The purpose of a distributive negotiation is to create value.
r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
14) Whether you should or should not agree on something in a negotiation depends entirely upon
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 the attractiveness to you of the best available alternative.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
3
, 15) Distributive bargaining is most appropriate when the likelihood of having to bargain with the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 other party again in the future is low.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
16) Negotiator perceptions of situations tend to be biased toward seeing problems as more
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 integrative, or as less competitive, than they really are.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
17) Conflict occurs when two interdependent parties have conflicting goals and each is trying t
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
o prevent the other from achieving their objectives.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
18) Negotiations often begin with statements of opening positions.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
19) A concession occurs when one party refuses to accept a change in his or her position.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
20) Concessions restrict the range of options within which a solution or an agreement will be
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 reached.
⊚ true r 1
⊚ false r 1
21) Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 honesty and the dilemma of trust.
r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
4
,TEST BANK Essentials of Negotiation 4th Canadian Edition by Roy Lewicki
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
Chap 01: The Nature of Negotiation
r1 r1 r1 r1 r1
1) Negotiations occur for only one reason: to create something new that neither party could
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 achieve alone. r1
⊚ true r 1
⊚ false r 1
2) Sometimes people fail to negotiate because they do not recognize that they are in
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
a negotiable situation.
r1 r1
⊚ true r 1
⊚ false r 1
3) Good negotiators are made, not born.
r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
4) Negotiating parties rarely negotiate by choice.r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
5) It is always a good time to negotiate, there are no conditions which make negotiation mor
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
e favourable.
r1
⊚ true r 1
⊚ false r 1
6) Most individuals in Western culture do not negotiate enough.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
7) Successful negotiation involves the management of tangibles (e.g., the price or the terms of
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 an agreement) and also the resolution of intangibles.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
2
,8) Intangible factors are the underlying psychological motivations that may directly or
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 indirectly influence the parties during a negotiation.
r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
9) Independent parties can meet their own needs without the help and assistance of others.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
10) Dependent parties never rely on others for what they need.
r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
11) The mix of convergent and conflicting goals characterizes many interdependent
r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 relationships.
⊚ true
r 1
⊚ false
r 1
12) The interdependence of people's goals, and the structure of the situation in which they are
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 going to negotiate, has little effect on the negotiation processes and outcomes.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
13) The purpose of a distributive negotiation is to create value.
r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
14) Whether you should or should not agree on something in a negotiation depends entirely upon
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 the attractiveness to you of the best available alternative.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true
r 1
⊚ false
r 1
3
, 15) Distributive bargaining is most appropriate when the likelihood of having to bargain with the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 other party again in the future is low.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
16) Negotiator perceptions of situations tend to be biased toward seeing problems as more
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 integrative, or as less competitive, than they really are.
r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
17) Conflict occurs when two interdependent parties have conflicting goals and each is trying t
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
o prevent the other from achieving their objectives.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
18) Negotiations often begin with statements of opening positions.
r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
19) A concession occurs when one party refuses to accept a change in his or her position.
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
20) Concessions restrict the range of options within which a solution or an agreement will be
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 reached.
⊚ true r 1
⊚ false r 1
21) Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
r1 honesty and the dilemma of trust.
r1 r1 r1 r1 r1
⊚ true r 1
⊚ false r 1
4
