STUDOCU-NEGOTIATION-CHAPTER 11-TRUE-FALSE

The social environment becomes much less complex and dynamic as we add negotiating parties.

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As the number of negotiators increases, the likelihood of finding common ground to satisfy all interests usually increases as well, thus making group negotiations more successful than a negotiating dyad.

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A negotiator's team member can do as much to influence and shape a spokesperson's behavior as what the opposing negotiator says or does.

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Negotiators who have constituents are usually involved in three or four distinctly different relationships and often in two separate and distinct negotiations.

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Negotiating team members themselves can act as bystanders and observers.

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An outcome-dependent audience is one that can observe the negotiation but will not be directly affected by the results.

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The presence of an audience has no effect on the negotiators.

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Audiences who are viewed only as a 'somewhat-important' group to please can nevertheless exert powerful influences over a negotiator's behavior by simply telling negotiators that they look weak and foolish.

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An audience that is dependent on a negotiator's performance for their outcomes will generally insist that he or she be tough, firm, demanding, and unyielding in the struggle to obtain the best possible outcome for them.

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A negotiator must build a relationship with only his constituency or with the other negotiating party, but never both.

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