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