CHƯƠNG 1: THE NATURE OF NEGOTIATION ANSWER KEY

Câu 21: Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent
advocate for an organized lobby.
FALSE. Negotiation is a fundamental human activity that is not limited to professionals or specialists. While
skilled diplomats or top salespeople may use advanced negotiation techniques, negotiation happens in everyday
situations such as resolving conflicts, discussing household decisions, or agreeing on responsibilities. It is
accessible to everyone and not exclusively reserved for individuals in high-stakes roles. For instance, children
often negotiate with their parents for allowances or privileges, demonstrating that negotiation is a universal
skill.

Câu 22: Many of the most important factors that shape a negotiation result do not occur during the
negotiation, but occur after the parties have negotiated.
FALSE. The critical factors that shape a negotiation outcome largely occur during the actual negotiation
process. These include the preparation of arguments, active listening, clear communication, strategic
concessions, and understanding the other party’s interests. While implementation and follow-through are
essential after the negotiation, they depend on the agreements reached during the negotiation. For example, if
two companies negotiate a merger, the key success factors like shared goals and agreed-upon terms happen
during the negotiation rather than afterward.

Câu 23: Negotiation situations have fundamentally the same characteristics.

Answer: TRUE. Although negotiation contexts may vary (e.g., business, legal, personal), they share similar
underlying characteristics. These include (1) multiple parties with different goals or interests, (2) a process of
communication or bargaining, and (3) a focus on reaching an agreement that benefits all sides. For example,
whether negotiating a salary or a peace treaty, both involve finding common ground and balancing priorities.
These shared traits make negotiation principles broadly applicable across various situations.

Câu 24: A creative negotiation that meets the objectives of all sides may not require compromise.
Answer: TRUE. Creative negotiations focus on finding integrative solutions, where the interests of all parties
are satisfied without significant concessions. This involves moving beyond a win-lose mindset and exploring
alternatives that create new value. For example, in a business negotiation, instead of dividing resources
(compromising), the parties might collaborate on a joint venture that generates more value for both sides. This
approach prioritizes innovation and mutual benefit over compromise.

Câu 25: The parties prefer to negotiate and search for agreement rather than to fight openly, have one
side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher
authority to resolve it.
Answer: TRUE. Negotiation is often chosen over other alternatives like conflict, domination, or external
arbitration because it allows parties to maintain control over the process and outcome. It is typically less
destructive, preserves relationships, and avoids the costs and unpredictability associated with escalation or
external resolution. For example, businesses often negotiate contracts to avoid litigation, which could strain
partnerships and incur significant costs.

Câu 26: It is possible to ignore intangibles, because they affect our judgment about what is fair, or right,
or appropriate in the resolution of the tangibles.
Answer: FALSE. Intangibles, such as emotions, perceptions of fairness, and relationships, play a crucial role in
negotiations and cannot be ignored. They influence how parties perceive offers and make decisions. For
instance, a buyer and seller negotiating over price (a tangible) are also influenced by trust and reputation
(intangibles). Ignoring these factors can lead to misunderstandings or failed agreements.
Câu 27: When the goals of two or more people are interconnected so that only one can achieve the goal—
such as running a race in which there will be only one winner—this is a competitive situation, also known as
a non-zero-sum or distributive situation.
Answer: FALSE. This is actually a zero-sum situation, not a non-zero-sum or distributive situation. In a zero-
sum situation, one party’s gain is exactly equal to the other party’s loss, meaning only one party can achieve the
goal. For example, in a race with one winner, the success of one competitor means the others must lose. Non-
zero-sum situations, on the other hand, allow for mutual benefit or shared value.

Câu 28: A zero-sum situation is a situation in which individuals are so linked together that there is a positive
correlation between their goal attainments.
Answer: FALSE. In a zero-sum situation, there is no positive correlation between goal attainments because one
party’s success directly comes at the expense of the other. This contrasts with integrative or collaborative
situations, where goals can align, allowing both parties to benefit. For example, a buyer and seller negotiating a
price for a car are in a zero-sum situation: the lower the price the buyer pays, the less profit the seller makes.

Câu 29: The value of a person’s BATNA is always relative to the possible settlements available in the current
negotiation, and the possibilities within a given negotiation are heavily influenced by the nature of the
interdependence between the parties.
Answer: TRUE. A person’s BATNA (Best Alternative to a Negotiated Agreement) is the benchmark against
which any proposed agreement is evaluated. Its value depends on the other options available in the current
negotiation. Additionally, the dynamics of interdependence—how much each party needs the other—affect the
strength of a BATNA. For instance, if a supplier knows the buyer has limited alternatives, the supplier’s
BATNA becomes stronger, giving them more leverage.

Câu 30: In any industry in which repeat business is done with the same parties, there is always a balance
between pushing the limit on any particular negotiation and making sure the other party—and your
relationship with him—survives intact.
Answer: TRUE. In industries where long-term relationships are critical (e.g., suppliers and retailers),
maintaining a balance between asserting one's interests and preserving the relationship is vital. Aggressive
tactics might yield short-term benefits but can harm trust and collaboration, which are essential for repeat
business. For example, a retailer negotiating with a supplier would not want to damage the relationship, as it
could affect future deals and supply reliability.

Câu 31: Remember that every possible interdependency has an alternative; negotiators can always say "no"
and walk away.
Answer: TRUE. Every negotiation involves alternatives, and knowing your BATNA (Best Alternative to a
Negotiated Agreement) empowers negotiators to walk away if the deal is unfavorable. However, walking away
should be a calculated decision based on the strength of the alternatives. For instance, if a buyer is negotiating
with a supplier but has other viable options, they can choose not to proceed if the terms are unsatisfactory.

Câu 32: The effective negotiator needs to understand how people will adjust and readjust, and how the
negotiations might twist and turn, based on one's own moves and the others' responses.
Answer: TRUE.Negotiation is a dynamic process where actions and reactions shape the outcome. Effective
negotiators anticipate how their counterparts might respond to offers, counteroffers, or concessions, allowing
them to adapt strategies accordingly. For instance, if a concession is perceived as weak, the opposing party
might push for more, requiring the negotiator to recalibrate their approach.

Câu 33: The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations.
Answer: FALSE.The give-and-take pattern is not exclusive to formal negotiations; it occurs in informal
settings as well. Negotiation, whether formal (e.g., business contracts) or informal (e.g., resolving personal
conflicts), involves mutual adjustments and compromises. For example, family members negotiating over
holiday plans also engage in give-and-take without formal structures.
Câu 34: In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can
achieve their goals and objectives.
Answer: TRUE.Non-zero-sum (or integrative) situations focus on finding solutions where all parties can
benefit, creating "win-win" outcomes. This contrasts with zero-sum situations, where one party's gain is
another's loss. For example, in a business partnership, both parties might work together to expand the market,
benefiting both through increased profits and shared resources.

Câu 35: Negotiators do not have to be versatile in their comfort and use of both major strategic
approaches to be successful.

Answer: FALSE.Successful negotiators are versatile and can adapt to different negotiation styles. They can
employ both competitive and cooperative strategies, depending on the situation and the other party. Being able
to switch between these approaches gives negotiators a significant advantage.

Câu 36: Differences in time preferences have the potential to create value in a negotiation.

TRUE. Differences in time preferences can be a valuable resource in negotiations. For example, if one party
values immediate gains while the other is more focused on long-term benefits, they can structure a deal that
satisfies both parties' needs. This creates a win-win situation and builds trust.

37: Conflict doesn't usually occur when the two parties are working toward the same goal and generally
want the same outcome.

FALSE. Conflict can arise even when both parties share the same goal. Different perspectives, priorities, or
methods for achieving that goal can lead to disagreements and tensions. Effective negotiation is about finding
common ground and resolving these conflicts.

38. Intragroup conflict occurs between groups.

FALSE.Intragroup conflict occurs within a group, not between groups. It involves disagreements, disputes, or
clashes among members of the same team or organization. Intergroup conflict, on the other hand, happens
between different groups.

39. Negotiation is a strategy for productively managing conflict.

TRUE. Negotiation is a strategic process designed to manage and resolve conflicts peacefully. By engaging in
dialogue, exploring options, and finding mutually beneficial solutions, negotiators can prevent conflicts from
escalating and maintain positive relationships.

Câu 40: The dual concerns model has two dimensions: the vertical dimension is often referred to as the
cooperativeness dimension, and the horizontal dimension as the assertiveness dimension.

TRUE.The dual concerns model is a framework for understanding different negotiation styles. The vertical
dimension represents the level of cooperativeness, indicating how much a negotiator is willing to consider the
other party's interests. The horizontal dimension represents the level of assertiveness, indicating how much a
negotiator is focused on achieving their own goals.
 CHƯƠNG 2: STRATEGY AND TACTICS OF DISTRIBUTIVE BARGAINING ANSWER KEY

Câu 26: Distributive bargaining strategies are the only strategies that are effective in interdependent
situations.

FALSE. While distributive bargaining strategies are effective in certain situations, they are not the only
strategies that work in interdependent relationships. Integrative bargaining, which focuses on finding mutually
beneficial solutions, is also a valuable approach.

Câu 27: Distributive bargaining strategies and tactics are useful when a negotiator wants to maximize the
value obtained in a single deal.

TRUE.Distributive bargaining is specifically designed to maximize one's own gains in a negotiation. By

focusing on claiming value rather than creating value, negotiators using this strategy aim to get the best possible
deal for themselves.

Câu 28: The resistance point is the point at which a negotiator would like to conclude negotiations.

FALSE. The resistance point is the negotiator's bottom line or the least favorable terms they would accept. It's
the point at which a negotiator would walk away from the deal. The target point, on the other hand, is the
desired outcome or the ideal agreement.

Câu 29: Both parties to a negotiation should establish their starting, target and resistance point before
beginning negotiation.

TRUE.Before entering a negotiation, both parties should have a clear understanding of their starting point
(initial offer), target point (desired outcome), and resistance point (walk-away point). This helps them set
realistic expectations and make informed decisions.

Câu 30: Anything outside the bargaining range will be summarily rejected by one of the negotiators.

TRUE. The bargaining range is the area between the two parties' resistance points. Any offer outside this range
is likely to be rejected because it falls below one party's minimum acceptable terms.

Câu 31: A negative bargaining range occurs when the buyer's resistance point is above the seller's.

FALSE. A negative bargaining range occurs when the seller's resistance point is above the buyer's resistance
point. This means that the seller's minimum acceptable price is higher than the buyer's maximum acceptable
price. In such a case, there is no overlap in the bargaining range, and an agreement is unlikely.

Câu 32: Negotiations with a positive settlement range are obvious from the beginning.

FALSE.While a positive settlement range is desirable, it's not always obvious from the beginning of a
negotiation. Often, both parties need to exchange information and make concessions to discover if a mutually
agreeable solution exists.

Câu 33: A resistance point will be influenced by the cost an individual attaches to delay or difficulty in
negotiation. TRUE.A resistance point is influenced by the costs a negotiator associates with delaying or failing
to reach an agreement. If the costs of walking away are high, a negotiator is more likely to set a higher
resistance point, as they are less willing to make concessions.
Câu 34: The more you can do to convince the other party that his or her costs of delay or aborting
negotiations will be costly, the more likely he or she will be to establish a modest resistance point.

TRUE. By convincing the other party that the costs of delay or failure are high, a negotiator can encourage
them to set a lower resistance point. This is because the other party will be more motivated to reach an
agreement to avoid incurring these costs.

Câu 35: The first step for a negotiator completing a distributive bargaining negotiation is to obtain
information about the other party's outcome values and resistance points.

FALSE. While obtaining information about the other party's values and resistance points is important, it's not
the first step in a distributive bargaining negotiation. Building rapport, setting your own goals, and preparing
your opening offer are typically the initial steps.

Câu 36: In "calculated incompetence," the negotiator is intentionally given false or misleading
information to reveal to the other party.

FALSE. In "calculated incompetence," the negotiator intentionally presents themselves as less knowledgeable
or skilled than they actually are. This is a tactic to gain an advantage by making the other party underestimate
their abilities. It does not involve providing false or misleading information.

Câu 37: Selective presentation can be used to lead the other party to form the desired impression of your
resistance point or to open up new possibilities for agreement that are more favorable to the presenter
than those that currently exist.

TRUE. Selective presentation refers to the strategic act of choosing which information to reveal and which to
withhold during a negotiation. Negotiators often use this technique to shape the other party's perception of their
position and influence the outcome of the negotiation. By carefully selecting which information to share about
their resistance point, a negotiator can create a more favorable impression and potentially strengthen their
position.

Câu 38: Studies indicate that negotiators who make low or modest opening offers get higher settlements
than do those who make extreme opening offers.

FALSE. Studies have shown that negotiators who make extreme opening offers often end up with higher
settlements. This is because extreme opening offers anchor the negotiation at a higher starting point, and the
final agreement tends to be closer to the initial offers than to the negotiators' resistance points.

Câu 39: Parties feel better about a settlement when negotiations involve a progression of concessions.

TRUE. Parties generally feel more satisfied with a negotiation when it involves a progression of concessions.
This is because it creates a sense of reciprocity and fairness. When both parties make concessions, it can lead to
a more positive and collaborative negotiation process.

Câu 40: If a major concession has been made on a significant point, it is expected that the return offer
will be on the same item or one of similar weight and comparable magnitude.

TRUE. In negotiations, there is often an expectation of reciprocity. If one party makes a significant concession,
the other party is expected to make a comparable concession in return. This helps to maintain balance and
fairness in the negotiation.
Câu 41: A concession late in negotiations may indicate that there is little room left to move.

TRUE. A concession made late in a negotiation often signals that the negotiator has reached their limit and is
unlikely to make further concessions. This can indicate that there is little room left to maneuver, and the parties
may be nearing a final agreement.

Câu 42: It is important to signal to the other party with both actions and words that the concessions are
almost over.

TRUE. It's important to signal to the other party when the concessions are almost over. This can help to create a
sense of urgency and encourage the other party to make their final offer. It can also help to prevent the
negotiation from dragging on unnecessarily.

Câu 43: One way negotiators may convey the message that "this is the last offer" is by making a
personalized concession.

FALSE. A personalized concession is not a typical way to convey the message that "this is the last offer." In
fact, it might be seen as a contradiction, as a personalized concession suggests that the negotiator is still willing
to make concessions, albeit on a smaller scale. To signal a final offer, negotiators typically use more direct
language, such as "this is my final offer" or "this is my bottom line."

Câu 44: A public pronouncement statement means that the wider the audience, the less likely the
commitment will be changed.

TRUE. A public pronouncement statement means that the wider the audience, the less likely the commitment
will be changed. This is because once a commitment has been made publicly, there is a social pressure to stick
to it. Backing down from a public commitment can damage one's reputation and credibility.

Câu 45: All the advantages of a committed position work against a negotiator when the other party
becomes committed, so it is important to try to prevent the other negotiator from becoming committed.

TRUE. All the advantages of a committed position work against a negotiator when the other party becomes
committed, so it is important to try to prevent the other negotiator from becoming committed. If both parties are
firmly committed to their positions, it can be difficult to reach a compromise.

Câu 46: Hardball tactics work most effectively against powerful, well-prepared negotiators.

FALSE. Hardball tactics work most effectively against powerful, well-prepared negotiators. This is because
these negotiators are more likely to be able to see through the tactics and respond accordingly. They are also
less likely to be intimidated by aggressive tactics.

Câu 47: Hardball tactics are infallible if used properly.

FALSE. Hardball tactics are infallible if used properly. Hardball tactics can be risky and may backfire if not
used carefully. They can also damage relationships and make it difficult to reach a mutually beneficial
agreement.

Câu 48: To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what
it is and how it works.
TRUE. To respond to hardball tactics, a negotiator must identify the tactic quickly and understand what it is
and how it works. Once a negotiator understands the tactic, they can develop a strategy to counter it.

Câu 49: The best response to the chicken tactic is to challenge the other party by responding with one's
own chicken tactic, thereby calling the other's bluff.

FALSE. The best response to the chicken tactic is not to challenge the other party with another chicken tactic.
This could escalate the conflict and make it more difficult to reach an agreement. Instead, negotiators should try
to find a way to defuse the situation, perhaps by proposing a compromise or suggesting a different approach.

Câu 50: An effective means of countering the intimidation tactic is to ignore it.

TRUE. Ignoring intimidation tactics can be an effective way to counter them. By not reacting to the other
party's attempts to intimidate, negotiators can reduce the tactic's power and make it less effective. This does not
mean that negotiators should ignore the tactic altogether, but they should avoid showing any signs of fear or
weakness.

CHAPTER 03 STRATEGY AND TACTICS OF INTEGRATIVE NEGOTIATION

ANSWER KEY

Câu 26: In integrative negotiation, the goals of the parties are mutually exclusive.

FALSE. In integrative negotiation, the goals of the parties are not mutually exclusive. This means that both
parties can achieve their goals simultaneously. The key to integrative negotiation is to find a solution that
creates value for both parties, rather than simply dividing a fixed pie.

Câu 27: The failure to reach integrative agreements is often linked to the failure to exchange sufficient
information that will allow the parties to identify integrative options.

TRUE. The failure to reach integrative agreements is often linked to the failure to exchange sufficient
information that will allow the parties to identify integrative options. 1 In order to find mutually beneficial
solutions, both parties need to share information about their interests, priorities, and constraints. Without
sufficient information, it is difficult to identify creative solutions that meet the needs of both sides.

Câu 28: Integrative agreements have been shown to be facilitated when parties exchanged information
about their positions on particular issues, but not necessarily about their priorities on those issues.

FALSE. Integrative agreements are more likely to be facilitated when parties exchange information about both
their positions and priorities on particular issues. Understanding each other's priorities helps negotiators identify
potential trade-offs and create mutually beneficial solutions.

Câu29: Parties should enter the integrative negotiation process with few preconceptions about the
solution.

TRUE. Entering an integrative negotiation with few preconceptions allows for more creativity and flexibility in
finding solutions. If both parties come in with rigid positions, it can limit the potential for integrative
agreements.
Câu 30: For positive problem solving to occur, both parties must be committed to stating the problem in
neutral terms.

TRUE. Stating the problem in neutral terms helps to avoid defensiveness and allows both parties to focus on
finding a mutually beneficial solution. If the problem is framed in a way that blames one party or the other, it
can make it more difficult to find common ground.

Câu 31: An integrative negotiation problem should be defined as a solution process rather than as a
specific goal to be attained.

FALSE. While the negotiation process itself is a solution process, defining the problem as a specific goal helps
to provide focus and direction. Having a clear goal in mind helps both parties to work towards a common
objective.

Câu 32: In integrative negotiations, negotiators are encouraged to state the problem in terms of their
preferred solution and to make concessions from these most desired alternatives.

FALSE. In integrative negotiations, negotiators are encouraged to focus on underlying interests, not just their
preferred solutions. By focusing on interests, both parties can identify creative solutions that meet the needs of
both sides. Stating the problem in terms of a preferred solution can limit the potential for finding mutually
beneficial outcomes.

Câu 33: If both parties understand the motivating factors for the other, they may recognize possible
compatibilities in interests that permit them to invent new options which both will endorse as an
acceptable settlement.
TRUE. If both parties understand the motivating factors for the other, they may recognize possible
compatibilities in interests that permit them to invent 1 new options which both will endorse as an acceptable
settlement. 2 This is a key aspect of integrative negotiation, where parties work together to create value rather
than simply dividing a fixed pie.

Câu 34: Intrinsic relationship interests exist when the parties derive positive benefits from the
relationship and do not wish to endanger future benefits by souring it.

FALSE. The statement is incorrect. Intrinsic relationship interests exist when parties derive positive benefits
from the relationship and do wish to endanger future benefits by souring it. The desire to maintain a positive
relationship is precisely what motivates parties to have these interests.

Câu 35: In logrolling, if the parties do in fact have different preferences on different issues, each party
gets their most preferred outcome on their high priority issue and should be happy with the overall
agreement.

TRUE. Logrolling is a negotiation strategy where parties trade off issues. If the parties have different
preferences on different issues, logrolling allows them to get their most preferred outcome on their high-priority
issue in exchange for conceding on lower-priority issues. This creates a win-win situation for both parties.

Câu 36: "Expanding the pie" as a method of generating alternative solutions is a complex process, as it
requires much more detailed information about the other party than do other methods.

FALSE. "Expanding the pie" is a method of generating alternative solutions by finding ways to increase the
overall value of the negotiation. While it may require some information about the other party's interests and
constraints, it doesn't necessarily require more detailed information than other methods. The goal is to find ways
to create additional value, not to delve deeply into the other party's psyche.
Câu 37: Successful bridging requires a fundamental reformulation of the problem such that the parties
are no longer squabbling over their positions; instead, they are disclosing sufficient information to
discover their interests and needs and then inventing options that will satisfy both parties' needs.

TRUE. Successful bridging involves redefining the problem to focus on underlying interests rather than
positions. By doing so, parties can discover common ground and create new options that satisfy both parties'
needs. This approach moves the negotiation away from a win-lose dynamic and towards a win-win outcome.

Câu 38: In generating alternative solutions to the problem, groups should also adopt procedures for
defining the problem, defining the interests, and generating options, however, to prevent the group
process from degenerating into a win-lose competition or a debating event.

TRUE. In generating alternative solutions, it's crucial to have a structured process that includes defining the problem,
identifying interests, and generating options. This helps prevent the negotiation from degenerating into a win-lose
competition or a debate focused on positions. By focusing on underlying interests, parties can work collaboratively to find
mutually beneficial solutions.

Câu 39: In brainstorming, participants are urged to be spontaneous, even impractical, and to censor
anyone's ideas (including their own).

FALSE. In brainstorming, participants are encouraged to be spontaneous, even impractical, and not to censor
anyone's ideas (including their own). The goal of brainstorming is to generate as many ideas as possible,
without judgment. Censoring ideas would limit creativity and hinder the process.

Câu 40: Electronic brainstorming may be especially useful for integrative negotiations that involve
multiple parties or during preparation for integrative negotiations when there are disparate views within
one's team

TRUE. Electronic brainstorming can be especially useful for integrative negotiations involving multiple parties
or when there are disparate views within a team. It allows for anonymous idea generation, which can encourage
more open and honest discussion, and can help to overcome groupthink.

Câu 41: Focusing on interests allows parties to move beyond opening positions and demands to
determine what the parties really want)what needs truly must be satisfied.

TRUE. Focusing on interests allows parties to move beyond opening positions and demands to determine what
the parties really want—what needs truly must be satisfied. 1 By understanding the underlying interests,
negotiators can find creative solutions that meet the needs of both parties.

Câu 42: When a specific solution must meet the criteria of both quality and acceptability, those
evaluating the solution options may have to be prepared to make trade-offs between the two to insure
that both criteria are met.

TRUE. When evaluating solution options, it's often necessary to make trade-offs between quality and
acceptability. A solution may be of high quality but may not be acceptable to all parties. Therefore, negotiators
must weigh the pros and cons of each option to find a solution that meets both criteria.

Câu 43: Intangibles can lead the negotiator to fight harder to attain a particular solution option if that
option satisfies both tangibles and intangibles.
TRUE. Intangibles, such as emotions, principles, or relationships, can significantly influence a negotiator's
motivation. If a particular solution option satisfies both tangible (e.g., money, resources) and intangible needs,
the negotiator may be more likely to fight harder to attain it.

Câu 44: In assessing the quality of integrative agreements, objective outcomes should be assessed against
the extent to which both parties' interests and needs were met by the agreement.

TRUE. In assessing the quality of integrative agreements, objective outcomes should be assessed against the
extent to which both parties' interests and needs were met by the agreement. This means that the success of an
integrative negotiation should be measured not only by the tangible outcomes achieved, but also by how well
the agreement satisfies the underlying interests and needs of all parties involved.

Câu 45: A common goal is one in which all parties share the result equally.

FALSE. A common goal is one that all parties share, but it does not necessarily mean that all parties will share
the result equally. A common goal can be achieved in many different ways, and the distribution of outcomes
can vary depending on the specific circumstances of the negotiation.

Câu 46: Negotiators who are firmer about insisting that their own point of view become incorporated into
the group solution achieve less integrative agreements than those who are less firm.

FALSE. Negotiators who are firmer about insisting on their own point of view are less likely to achieve
integrative agreements. Integrative agreements focus on finding mutually beneficial solutions that meet the
needs of all parties involved. Being too rigid and inflexible can hinder the process of finding common ground.

Câu 47: For successful integrative negotiation to occur, each party should be as interested in the
objectives and problems of the other side as each is in his own.

FALSE. While it is beneficial for negotiators to be interested in the objectives and problems of the other side, it
is not necessary for each party to be equally interested in the other's perspective. A successful integrative
negotiation requires that both parties have a genuine interest in finding a mutually beneficial solution, but the
degree of interest can vary between parties.

Câu 48: Although there is no guarantee that trust will lead to collaboration, there is plenty of evidence to
suggest that mistrust inhibits collaboration.

TRUE. Trust is a crucial component of successful collaboration. When there is mistrust between parties, it can
create barriers to communication and cooperation, making it difficult to reach agreements. While trust does not
guarantee collaboration, the absence of trust is a significant obstacle.

Câu 49: Multiple communication channels should not be used as they inevitably pass along inaccurate
and confusing information.

FALSE. Multiple communication channels can be beneficial in negotiations, especially when dealing with
complex issues or when parties are geographically dispersed. However, it is important to manage these channels
effectively to avoid information overload and confusion.

Câu 50: Most situations are mixed-motive negotiations, containing some elements that require
distributive bargaining processes, and others that require integrative negotiation.

TRUE. Most situations are mixed-motive negotiations, containing some elements that require distributive
bargaining processes, and others that require integrative negotiation. This means that in many negotiations,
there are both competitive and cooperative elements. For example, parties may need to compete over certain
issues while also collaborating to find mutually beneficial solutions on other issues.

CHƯƠNG 4: CHAPTER 04 NEGOTIATION: STRATEGY AND PLANNING ANSWER

KEY

Câu 26: Negotiators usually set clear objectives that can serve as standards for evaluating offers and
packages.

FALSE. While it's generally a good practice for negotiators to set clear objectives, it's not always the case.
Sometimes, negotiators may enter into negotiations with vague or evolving objectives. Additionally, the clarity
and specificity of objectives can vary depending on the complexity of the negotiation.

Câu 27: 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. This statement is correct. If what a negotiator wants exceeds what the other party is capable or willing
to give, the negotiator must either adjust their expectations or end the negotiation. Continuing to negotiate
without considering the other party's constraints is unlikely to lead to a successful outcome.

Câu 28: A unilateral choice is one that is made with the active involvement of the other party.

FALSE. A unilateral choice is one made by a single party, without the active involvement or agreement of the
other party. By definition, it excludes the participation of the other party.

Câu 29: If both substance and relationship outcomes are important, the negotiator should pursue a
competitive strategy.

FALSE. If both substance and relationship outcomes are important, the negotiator should pursue a collaborative
or integrative strategy. These strategies focus on finding mutually beneficial solutions, rather than a competitive
approach where one party wins at the expense of the other. A competitive strategy would prioritize substance
over relationship, which would be counterproductive in this scenario.

Câu 30: Accommodation is as much a win-lose strategy as competition, although it has a decidedly
different image that involves an imbalance of outcomes, but in the opposite direction ("I lose, you win" as
opposed to "I win, you lose").

TRUE. Accommodation is indeed a win-lose strategy, similar to competition. However, unlike competition
where one party aims to win at the expense of the other, accommodation involves one party deliberately losing
in order to satisfy the other party. It's a form of yielding or giving in to maintain the relationship.

Câu 31: Distributive strategies may generate a pattern of repeatedly giving in to keep the other happy or
to avoid a fight.

FALSE. While it's possible for distributive strategies to lead to a pattern of repeated giving in, it's not a
necessary or desirable outcome. Distributive strategies focus on dividing a fixed resource, and while
compromise may be necessary, it doesn't mean one party should consistently give in. Effective distributive
negotiation involves finding a balance between one's own interests and the interests of the other party.

Câu 32: The objective of "closing the deal" is to build commitment to the agreement.
TRUE. The objective of "closing the deal" is indeed to build commitment to the agreement. Once the terms of
the agreement have been negotiated, the focus shifts to ensuring that both parties are committed to fulfilling
their obligations. This involves clarifying expectations, addressing concerns, and creating a sense of ownership
of the agreement.

Câu 33: In the Negotiation Planning Guide it is not necessary to define the alternatives (BATNAs).

FALSE. Defining the alternatives (BATNAs) is crucial in any negotiation, including those using the
Negotiation Planning Guide. BATNAs represent the best alternative to a negotiated agreement. Understanding
your BATNA gives you a clear benchmark for evaluating offers and helps you determine your walk-away point.

Câu 34: A single planning process can be followed for both a distributive and an integrative process.

FALSE. While there are some similarities in the planning process for distributive and integrative negotiations,
there are also significant differences. Distributive negotiations focus on dividing a fixed resource, while
integrative negotiations aim to create value and find mutually beneficial solutions. Therefore, a single planning
process cannot effectively address the unique challenges and opportunities of both types of negotiations.

Câu 35: The first iteration through the planning process should be firm, and the negotiator should be
inflexible and not modify and adjust previous steps as new information becomes available.

FALSE. The negotiation process is dynamic and often requires flexibility. The first iteration through the
planning process should not be considered final. As new information becomes available or circumstances
change, the negotiator should be willing to modify and adjust previous steps. Rigidity can hinder the ability to
adapt to changing conditions and may lead to missed opportunities.

Câu 36: Single-issue negotiations can often be made integrative by working to decrease the number of
issues.

FALSE. Single-issue negotiations can often be made integrative by working to increase the number of issues on
the table, not decrease it. By expanding the scope of the negotiation, parties can create more opportunities to
find mutually beneficial trade-offs. This allows for more flexibility and creativity in finding a solution that
satisfies both parties' interests.

Câu 37: Single-issue negotiations and the absence of a long-term relationship with the other party are the
strongest drivers of claiming value strategies.

TRUE. This statement is correct. Single-issue negotiations and the absence of a long-term relationship with the
other party tend to drive negotiators towards claiming value strategies. In these situations, there are fewer
opportunities for creating value or finding mutually beneficial solutions, so negotiators are more likely to focus
on dividing a fixed pie.

Câu 38: Large bargaining mixes allow many possible components and arrangements for settlement.

TRUE. Large bargaining mixes allow for many possible components and arrangements for settlement. This
means that there are more options and combinations that can be explored, increasing the likelihood of finding a
mutually beneficial agreement.

Câu 39: It is important to set priorities and possibly assign points for both tangible and intangible issues.
TRUE. It is important to set priorities and possibly assign points for both tangible and intangible issues. This
helps negotiators to understand the relative importance of different issues and make informed decisions about
trade-offs.

Câu 40: Interests may be process-based and relationship-based.

TRUE. Interests can be process-based and relationship-based. Process-based interests relate to how things are
done, while relationship-based interests concern the quality of the relationship between the parties.
Understanding both types of interests can help negotiators to identify common ground and build trust.

Câu 41: Interests are what a negotiator wants.

FALSE. Interests are not simply what a negotiator wants. They are the underlying reasons why a negotiator
wants something. For example, a negotiator may want a higher salary, but their underlying interest may be job
security or recognition. Understanding the underlying interests can help negotiators to find creative solutions
that meet everyone's needs.

Câu 42: Alternatives are very important in both distributive and integrative processes because they
define whether the current outcome is better than any other possibility.

TRUE. Alternatives are very important in both distributive and integrative processes because they define
whether the current outcome is better than any other possibility. 1 Your Best Alternative to a Negotiated
Agreement (BATNA) is your fallback option if the negotiation fails. Knowing your BATNA gives you a clear
benchmark for evaluating offers and helps you determine your walk-away point.

Câu 43: Gathering information about the other party is a critical step in preparing for negotiation.

TRUE. Gathering information about the other party is a critical step in preparing for negotiation. This
information can help you understand their interests, priorities, and potential bargaining positions. By knowing
more about the other side, you can better anticipate their moves and develop effective strategies.

Câu 44: It is sufficient to learn about the other party's interests and resources.

FALSE. While learning about the other party's interests and resources is important, it is not sufficient. You
should also gather information about their priorities, their BATNA (Best Alternative to a Negotiated
Agreement), and their negotiation style. A comprehensive understanding of the other party will allow you to
develop a more effective negotiation strategy.

Câu 45: In a distributive negotiation, the other party may be less likely to disclose information about
their limits and alternatives.

TRUE. In a distributive negotiation, where parties compete over a fixed resource, the other party may be less
likely to disclose information about their limits and alternatives. They may try to conceal their weaknesses and
present a stronger bargaining position. This is why it is important to gather information from other sources and
to be prepared to probe for information.

Câu 46: It is not possible to evaluate packages the same way as evaluating individual issues.
FALSE. While it is important to evaluate individual issues, it is also necessary to evaluate packages of issues.
In many negotiations, parties can make trade-offs across multiple issues. By evaluating packages, you can
identify opportunities for mutually beneficial agreements.

Câu 47: 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. Intangibles, such as reputation or relationships, can be very important in negotiations. Negotiators must
know their priorities and be willing to make trade-offs between tangibles and intangibles. For example, a
negotiator may be willing to give up a small amount of money in order to maintain a good relationship with the
other party.

Câu 48: Context issues (e.g., history of the relationship) can affect negotiation.

TRUE. Context issues, such as the history of the relationship between the parties, can significantly affect the
negotiation. Past experiences, cultural differences, and power dynamics can all influence how the negotiation
unfolds. It is important to consider the context of the negotiation when developing your strategy.

Câu 49: 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.
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. 1 By clearly outlining the issues at stake,
negotiators can better prepare for the negotiation and identify their priorities. This helps to ensure that no
important issues are overlooked and that negotiators have a clear understanding of what they hope to achieve.
Additionally, having a list of issues can help to keep the negotiation focused and prevent it from going off on
tangents.

Câu 50: In new bargaining relationships, discussions about procedural issues should occur after the
major substantive issues are raised.

FALSE.It's generally more effective to discuss procedural issues before substantive issues in new bargaining
relationships. By agreeing on the ground rules upfront, parties can set a positive tone for the negotiation, build
trust, and avoid misunderstandings. This allows both sides to focus on the substantive issues and work towards a
mutually beneficial agreement.